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Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
Consultancy workplace services
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Consultancy workplace services

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  • 1. Workplace Strategy and ChangeMarch 2011
  • 2. What’s your business challenge? Business Workplace Workplace Performance Business Impact Challenge Contribution Intervention Metric STRATEGY CHANGE EVALUATE PLAN PREPARE MANAGE MEASURE What’s your business challenge? What more can we How do we help How can we How can we do to attract and our employees increase our accelerate cultural retain the best reach their competiveness? change? talent? potential?2 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 3. Workstyle AnalysisUnderstanding ways of working, barriers to productivity & readiness for change EVALUATE PLAN PREPARE MANAGE MEASURE The style in which people work should dictate the space they work in, and not vice versa. Our Workstyle Analysis comprises of information gathered during our Management Interviews, Workstyle Discovery, Workplace Scribble Plan and All in a days work on-line questionnaire. This process has been designed to profile different styles of working within the organisation based on 4 key work modes. The output helps our clients make informed decision about the types of activities that need to be supported within the working environment. All in a day’s work measures how employees work as well as gauging what in the workplace prevents them from being most productive, and how they would react to the idea of working differently. Focus Collaborate Network3 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 4. Organisation DynamicsUnderstanding how your organisation works EVALUATE PLAN PREPARE MANAGE MEASURE Undertaking how a business works and the various interfaces between teams is a key piece in the puzzle when determining how a business can increase its competitiveness. Our Management Interviews coupled with our Business Adjacencies tool gives us a good understanding of the work environment today and requirements for the work environment of tomorrow. Together with knowledge on how the organisation works, utilisation and occupancy data and Space Efficiency & Benchmarking, we can make some informed recommendations Not that on changes to your workplace Dynamic 3-4 3-4 to increase competitiveness. Department 1 Department 3 15 - 18 Very 11 Flexible Department 5 15 3-4 Mgr + Assistant 7-8 Department 2 Department 4 12 - 14 11 - 12 Centre To All Agile Strong Link Team Medium Link Low Link 7-8 Department 6 7-8 Partners/Externals 174 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 5. Accelerating Cultural Change EVALUATE PLAN PREPARE MANAGE MEASURE The space employees work in, the Captured during behaviours they demonstrate and the style Management Interviews they work in should all be reflectors of the Captured by Company company ethos, values and culture. Current Research How aligned are yours, and how could the workplace help bridge that gap? Prescribed Aspiration We have developed a model which draws Aligned / Misaligned on our existing product sets to gain a measure of: Workspace Workstyle Captured by Scribble  Organisation values / characteristics Plan, Spatial Analysis, Captured by  Workplace Provision TUS and Capture my Behaviours Management Interviews, Workstyle Discovery and  Workstyle Analysis Workspace Focus Groups Helping us to understand gaps in alignment, and how to use the workplace to bridge those gaps and accelerate cultural change.5 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 6. Workplace Performance EvaluationA gauge on workplace performance & satisfaction against those expectations EVALUATE PLAN PREPARE MANAGE MEASURE The workplace should be an enabler to productivity, not an inhibitor. The design, layout, look and feel of a workplace can have a significant impact on those working within it. Our workplace performance evaluations uses information gathered from Capture my workplace, Workplace mood Cards, Deep Dive Interviews, Workplace now and All in a Day’s Work to evaluate both employee satisfaction and ‘We have a meeting point workplace performance. in the middle of the office’ Effectiveness – 3 Aligned with the information gathered from the generational Importance - 5 attitudes study, the output helps our clients pinpoint areas in the workplace to concentrate their efforts on when trying to attract and retain talent Workplace NOW 5.0 4.0 3.0 2.0 1.0 0.0 How important is How well does the How satisfied are How satisfied are How satisfied are the workplace to new environment you with the new you with the you with the you? support you to work environment? tangible intangible effectively? environment? environment?6 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 7. Space Efficiency & BenchmarkingGauging how efficient your portfolio is and understanding opportunities for improvement EVALUATE PLAN PREPARE MANAGE MEASURE Ensuring the efficiency of portfolios across countries, not to mention regions, is an essential Seats v Heads Seats from the portfolio Sqm / Seat Occupancy % Increase agility reduce Plan space efficiently align task for any business. 51m 27m $106m target 1 to 1 ratio 46m 42m support space $119m target 12sqm per seat under utilisation >$200m push utilisation to 80% 28m 31m Our three steps tool helps organisations to 1.5 19 16 68 understand the space they have and how it is 1.2 1.1 1.2 1.2 14 14.3 58 65 59 11.8 53 49 performing against key metrics such as; Area, 0.8 10.5 Seats, Head Count, Occupancy Cost and Lease Expiration. R1 R2 R3 R4 R5 All R1 R2 R3 R4 R5 All R1 R2 R3 R4 R5 All By running this analysis we can potential opportunities, which the further steps look to realise through a defined strategy. Sqft/Seat & Cost/Sqft by Building USF 250.0 Sqft/Seat & Lease Expiration Opportunities 200.0 28-Dec-2022 200.0 28-Dec-2021 180.0 28-Dec-2020 160.0 29-Dec-2019 Sqft/Seat 29-Dec-2018 150.0 140.0 29-Dec-2017 120.0 29-Dec-2016 100.0 30-Dec-2015 100.0 30-Dec-2014 80.0 30-Dec-2013 60.0 30-Dec-2012 50.0 31-Dec-2011 40.0 31-Dec-2010 31-Dec-2009 20.0 31-Dec-2008 0.0 0.0 IL-Mettawa NY-Buffalo, HSBC NY-NYC 452 5th Ave Burnaby, Gilmore Way Burnaby, Gilmore 3555 1-Jan-2008 0 10 20 30 40 50 60 70 80 90 Center 3383 Building Target Sqm/Seat Lease Expiration Lease Break 1 Cost/Sqft Lease Break 2 Lease Break 3 Lease Break 4 Lease Break 57 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 8. Utilisation & OccupancyGauging how well the current space provision is utilised EVALUATE PLAN PREPARE MANAGE MEASURE Meeting Rooms – Detailed Analysis Undertaking a needs analysis to fully understand supply 100% 90% and demand sets the foundations for an efficient and 80% 70% effective workplace, allowing portfolios to be managed 60% 50% more efficiently. 40% 30% 20% 10% By undertaking a Space Utilisation Survey and a 0% Average of Avg Ut 1088 1074 1087 1119 1073 1086 1164 1002 1023 1149 1205 1022 1150 1151 1106 1237 1107 1048 1238 1131 1268 1269 Technology & Storage audit we can quantify utilisation Average of Seat Ut and occupancy levels within the working environment, 4 6 12 28 4 6 8 12 4 5 6 8 12 storage requirements (including surplus storage) and 00 01 02 Workspace – Hourly Profile trends in technology at workstations. BP_ST_4 100% 90% 80% The outputs are designed to support organisations BP SP 1110 70% contemplating flexible working in setting share ratios by 60% 50% MAX = 41% work-style or role, minimising the risk of impacting Laptop/ 40% Desktop Docking St. 30% Workspace Technology per Floor productivity levels whilst maximising potential cost 25% 21% 20% AV = 22% Dual Serv. Box 10% savings. Scanner 0 2 Workspace Technology – by Floor 7% 0% MIN = 3% Printer/ Fax 9 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 1 Screen Non Std Equ. 3% Non Std Equ. 24 Double In Use - Occupied In Use - Unoccupied Not in Use 13 10% Printer/ Fax 1% Dual Serv. Box 29 42 Screen Single Scanner 0% 126 32% Laptop/ Docking St. 93 Desktop 116 140 Screen Double 47 66 Screen Single 170 162 Number of Units Floor 00 Floor 018 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 9. Generational Attitudes & Workplace AspirationsUnderstanding the workplace expectations of different generations EVALUATE PLAN PREPARE MANAGE MEASURE In order to win the war on talent, we must first understand what different generations expect from a workplace, only then can we maximise the appeal of your workplace to attracting the employees of the future and retaining the employees of today. To understand generational attitudes we use Oxygenz, a global research project designed to gauge how important the workplace 15% 8% is to generation Y and what factors should be considered when 49% changing the workplace. But it’s not all about generation Y, what 28% about retaining the talent pool you already have? Our Deep Dive Interviews, coupled with Workstyle Discovery, Management Interviews and Focus Groups help us to understand how employees work, but also what it is in the workplace that will keep their loyalty. The output helps our clients pinpoint how ??? the workplace can be an enabler when trying to attract and retain talent. 5.0 4.0 3.0 2.0 1.0 0.0 How important is How well does the How satisfied are How satisfied are How satisfied are the workplace to new environment you with the new you with the you with the you? support you to work environment? tangible intangible effectively? environment? environment?9 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 10. SolutioningPulling the knowledge gained together and determining the right solution EVALUATE PLAN PREPARE MANAGE MEASURE A workplace strategy in it’s simplest form is the process of Benefits Realisation Process organising workplace resources to create business Objectives advantage. The development of a successful workplace Vision Options Critical Success Factors Measurement Benchmark Workplace Change Event Evaluation strategy however is far from generic and is based on Scope Identify Review Implement Achieve analysis and an in-depth understanding of the users and Reduce property and people costs Space use Space use business context it is to support. Improve productivity property and Encourage greater interaction, knowledge studies, interviews, focus groups, Change management and studies, interviews, focus groups, people efficiency sharing, team working, questionnaires, communications questionnaires, and effectiveness creativity and workshops, programme workshops, innovation. Decrease Solutioning uses information gathered during the evaluation hierarchical culture and improve morale surveys surveys phase and incorporates Dimensioning of Workspace, Review and refine Workstyle Modelling, Concept Design, Scenario Planning, Benchmarking, Business Case Development and Benefits Identification providing a clear and concise framework for implementation. Detailed cash flows and fully worked scenarios enable quick and simple comparison and the right information to allow you to make confident and informed decisions10 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 11. EnvisioningEssential up-front diagnostic, positioning, and planning activities for the change EVALUATE PLAN PREPARE MANAGE MEASURE The first stage of any workplace change is to establish the desired vision and understand the scope, scale and pace of change that is appropriate. Our envisioning calls upon tools such as the scale of change matrix, stakeholder mapping, and the communication and engagement assessment. The output of this stage is the creation of a workplace vision and a suitable change management programme of activities and associated supporting Engaging Physical New environment communications strategy and plan. New way of working Tow n Hall event Phase 4: Celebration Phase 1: nge Agents Denial Commitment Identify Cha fing 17 Managers Brie All in a day’s Relocation 1 2 16 work survey 3 ) (post change 15 4 Open surger y Bringing together different organisations All in a day’s work survey 5 14 Review event / B Solutioning 13 6 ce Aw areness Exhibition spa 7 12d launch covery Workstyle Dis 12c 8 Phase 3: 12a 12b Exploration workspace’ ‘Capture my 9 Phase 2: Behavioural 10 riate) Resistance 11 ks (if approp Cover up des Increased cultural change rts ‘Issue’ flip cha Informing A Fears & Con cerns Solutioning suit Workstyle Pur tion Communica11 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 12. Senior and Middle Management Buy InEnsuring effective leadership and direction EVALUATE PLAN PREPARE MANAGE MEASURE Once engagement activities and supporting communications have been planned the focus is on identifying and working with key management who will be critical and highly influential to the achievement of the desired changes. Techniques ranges from groups workshops to individual interviews aimed at covering the project in hand, fears and concerns, critical success factor, previous experience of change and support needed. At this stage, the sponsor and change agents / champions need to be identified as they are critical internal roles to support the change process. The change grid is utilised as a mechanism to identify but also others who are likely to be supportive and influential in the change as well as those who may be 100% Workspace – Hourly Profile unsupportive and influential (resistors). Change Agents 90% 80% 70% S 60% U P 50% MAX = 41% P O 40% R T 30% I V 20% E AV = 22% 10% MIN = 3% 0% 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 In Use - Occupied In Use - Unoccupied Not in Use INFLUENTIAL12 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 13. Widespread EngagementPositively involving and mobilising the workforce EVALUATE PLAN PREPARE MANAGE MEASURE Email signature banner Desk drops  Once buy in has been gained from the senior Road shows  Day in the life Videos Virtual tour Touch & feel exhibition  Poster campaign  and middle management team, widespread Merchandise  Online discussion forum engagement with the workforce can Big screen presentations Story board / Comic strip  Internal magazine  Raise Bring it to Newsletter  commence. This is often an extensive Awareness Life FAQs Screen saver  Pre implementation survey  Town hall  Portal period of carefully timed activities that All in a Days Work  Web / Pod casts start with raising awareness and then building Support the  - Physical into specific preparation and support Change  - Virtual Articles  activities. Project boards  Champion briefing packs  Move packs   Etiquette   Starter kit   Brochures   Post implementation survey  Space allocation guidance  Workshops  Way finding maps  Welcome packs   Guidance for managers   Focus groups  Drop in surgery  Fears & Workstyle Pursuit  Workstyle Discovery  concerns Your boss inform al comes to co your de for an boss come nv your desk ich sk Your turns into a s to ersation, however, for an confi which, wh , howe inform al conversation,dential discuss a ver, fewdiscussion after after ion turns into a confidential minutes. a few minutes. What do you do What do you do? ? Wha t ca n t he p roject t a ckle? Wha t ca n t he orga nisa t ion Wha t ca n we do do? wit h our ma na gers?13 Global WorkPlace Solutions EMEA – Confidential and Proprietary
  • 14. Widespread EngagementProviding back up communications to the engagement activities EVALUATE PLAN PREPARE MANAGE MEASURE Back up communications are very important at this stage, providing information as required to inform and support activities. Move The type and level of communication required will be different for Survey Champion every client. Here are some examples of the types of communications Feedback Briefing we have produced in the past. Packs Welcome brochure Way finding maps Move Packs FAQ’s Regular Newsletters Campaign Focus Group Space Etiquette Posters Packs Allocation Video Guidance Hosted Exhibition Portal Discussion
  • 15. Evaluate SuccessShort and long term impact review EVALUATE PLAN PREPARE MANAGE MEASURE Evaluating the success of change and ensuring that it has delivered on the benefits it set out to achieve is key to our approach. Through a selection of varied media, including online questionnaires, workshops and employee interviews, we can understand the impact of business performance. We apply our benefits realisation framework to quantify the impact in real terms and help identify next steps and improvements. Workplace NOW Benefits Realisation Process Objectives Vision Measurement Workplace Critical Success Evaluation Options Benchmark Change Event Factors Scope Identify Review Implement Achieve Reduce property and people costs Space use Space use Improve studies, Change studies, productivity interviews, focus management interviews, focus Encourage greater property and interaction, knowledge groups, and groups, people efficiency sharing, team working, questionnaires, communications questionnaires, and effectiveness creativity and workshops, programme workshops, innovation. Decrease hierarchical culture surveys surveys and improve morale Review and refine15 Global WorkPlace Solutions EMEA – Confidential and Proprietary

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