It is now clearly understood that commercial real estate and therefore the workplace, is not simply an overhead but rather an enabler to greater organisational effectiveness. The question is then simply how to do we make the most of the opportunity?
The starting point is data. To understand the current state that provides the benchmark and therefore the knowledge of what can be achieved. We can help you gather data on the core aspects that underpin a high performing workplace: whether this is space, strategy, technology or culture.
To understand how you are currently occupying your workspace, one of the most effective data gathering activities is the Space Utilisation Study (SUS). The SUS provides a real-time glimpse of how work settings (such as desks, meeting rooms, breakout areas etc) are being occupied and how many lie empty through the working day. Observations are undertaken on a prescribed route each hour and up to ten times a day over a one- or two-week period. As the observations are undertaken by an individual, the observer can also provide more qualitative data such as the activities being undertaken at the desk and whether they are collaborative or individual; and for meeting rooms, how many people are attending the meeting and how does this compare with the room size?
The output is often an illuminating clarity into what is typically a shadowy world of possible under-utilised spaces and inefficiently used resources. If you would like to see a redacted report please get in touch.
Alongside a clearer view on how space is being used, it is vital to have a sense of how the actual space users feel about the environment. Our Workplace Performance Survey asks a series of questions to enable us to unpick the aspects deemed important by staff and how well these are currently supported. The survey has just the right amount of questions to generate insightful quantitative data within a time that is acceptable to respondents.
To understand more on the possible vision of a workplace for the future, structured interviews with senior organisation leaders provide an opportunity to explore the collective nature (or otherwise) of the future state and if a picture can be painted to generate enthusiasm and motivation to achieve it. This is a vital connection – making sure that the proposed working environment directly responds, supports and enables the vision, values and objectives of the corporate body occupying it.
Phase 1 of our workplace change model below highlights this discovery stage and data collection.
The output of these activities alongside spending time on site where our skilled and experienced consultants can undertake further observations on the day-to-day use and issues of the workplace help inform a strategy to outline the art of the possible. This is an absolute understanding of the inextricably interlinked aspects to a workplace - physical (workspace), virtual (technology) and human (behaviour).
Our approach to engagement is one of friendly professionalism. Our aim is to encourage client stakeholders and staff to see us as ‘one of the team’: to help and support, listen and understand, explore and explain, guide and encourage. We have the experience to provide a level of comfort of where others have trodden before, where best to place effort, what pitfalls to avoid, what best practice to emulate and the difference between important workplace trends and simply trendy.
I particularly want to mention Fiona for the comms which have been flawless and set a bench mark for others.
Head of Property, YellRead the case study