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Workplace Alignment
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Workplace Alignment

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  1. Workplace Alignment“Not Simply an Alternative”colliers international - advisory services30 September 2010PrePared By:Larry Matarazzi, Director larry.matarazzi@colliers.comDoug Demers, Managing Director doug.demers@colliers.com
  2. Workplace Alignment “Not Simply an Alternative” In real estate the old saying goes “location, location, location”. However, to develop a successful workplace strategy that improves employee attraction, retention and productivity as well as reduces real estate spend it is all about ‘data, data, data’. A statistical means of alignment between business practices and space requirements is easily left out of the conversation. the right answer in workplace strategy is one that aligns with real measures (current, anticipated and/or desired), and is not simply an alternative to the current approach. So, when is it time to start thinking strategy anyway? There are many reasons for a company to decide that it is time for a new Workplace Strategy; achieving real estate cost savings, improving worker attraction and retention, concern about generational issues, improving worker satisfaction and workplace productivity are the most common. no matter the reasons, there are three proven steps to develop a baseline that will allow us to create a successful Workplace Strategy. 1. Tie the new Workplace Strategy to 2. Gather data on how employee’s“Without a business need solving a real business need. This can be currently do their work. Understanding this as simple as a Sales VP wanting the baseline will allow us to create a gapto solve, this can become salespeople to be able to spend less time in analysis between the current state and theanother cost cutting the office and more time with customers, desired state, identify candidates for newexercise that may not have or as complicated as an Engineering VP Workplace Strategies and gauge the wanting to increase the collaboration of amount of change management necessarybuy-in or support from the their engineers to develop better products to implement the solution. There arestakeholders.” in less time. In both cases the Real Estate several proven data sources and it is solution is based on solving a business important to gather data from at least two problem or need. Without a business need sources – knowledge workers usually need to solve, this can become another cost three or more!“there are several proven cutting exercise that may not have buy-in or support from the stakeholders. While The most simple to get are the HRdata sources and it is discussing business need, find out if the Directory and Badge-in data. These areimportant to gather data business has any productivity measures usually available and can provide goodfrom at least two sources - they use. Not many companies have these information. Network Traffic data is more for knowledge workers, but if they do it is difficult to get but is more valuable inknowledge workers usually critical to understand them and how the informing us when people are working andthree or more.” Workplace supports or hinders the workers from where. Observation is almost always ability to be productive. necessary to validate findings and anomalies in the other data. Frequently focus groups are used to supplement P. 2 WorkPlace aliGnment Colliers International | advisory services Group
  3. The Gap Analysis and action plan forms the roadmap for the development of a Workplace Strategy and solutions that will meet business needs, increase worker attraction, retention and satisfaction and reduce real estate spend.missing or conflicting data. Finally a Work The best solution is not simply anProfile Survey is the most detailed and alternative to the current state of things.useful tool in understanding the current With the data sources that we havework patterns of the staff. This tool is a available today, it is not out of the questiondetailed survey administered to the entire to align a workplace strategy with key datacompany and provides insight into thirty- to ensure it fits the cultural, functional, andplus dimensions of how the employees do strategic needs of a business of any scaletheir work, from where and when. or stage.3. Apply it. Based on several data sources, In future IDEA Reports we will review thethe results of a detailed Work Profile steps necessary to develop and implementSurvey and segmentation analysis, a new Workplace Strategy. Never settle forcompare the results with the traditional an alternative, strive for alignment.classification of workers and theircategories. A Gap Analysis and plan ofaction are then prepared to get from thecurrent state to the desired future stateeconomically and in the least amount oftime. This Gap Analysis and action plan isthe roadmap for the development of aWorkplace Strategy and solutions that willmeet the business needs, increase workerattraction, retention and satisfaction andreduce real estate spend. CURRENT Solve for a real Business need. Gather the data. DESIRED Workplace alignment apply it.Colliers International | advisory services Group WorkPlace aliGnment P. 3
  4. Contact Us Doug Demers We make your real estate work Managing Director Advisory Services | Colliers Studio™ harder for you. 601 Union Street, Suite 5300 Seattle, WA 98101 206 654 0529 doug.demers@colliers.com This document has been prepared by Colliers International for advertising and general information only. Colliers International makes no guarantees, representations or warranties of any kind. expressed or implied, regarding the information including, but not limited to, warranties of content, accuracy and reliability. Any interested party should undertake their own inquiries as to the accuracy of the information. Colliers International excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and excludes all liability for loss and damages arising there from. Colliers International is a worldwide affiliation of independently owned and operated companies. This publication is the copyrighted property of Colliers International and / or its licensor(s). © 2010. All rights reserved.

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