Workplace management in response to changing work style

WORKPLACE MANAGEMENT IN
RESPONSE TO CHANGING
WORK STYLE

WHAT IS WORKPLACE MANAGEMENT?
• Space availability
• Energy costs
• Operation and maintenance costs
• Ever-changing mission requirements
• Security concerns
• Emergency management planning
• Alternative workplace arrangements (AWA)
• The new mobile workforce

• Emergency management
planning
• Energy costs
• Alternative workplace
arrangements (AWA)
• Ever-changing mission
requirements
• Operation and maintenance
costs
• Facility managers have focused on ways to use
workspace more efficiently, assist company to
increase the utilization of current facilities, improve
space planning methods when sizing future facilities,
and divest of unneeded property.
• Move away from hierarchical space planning and
more towards use of space that provides the best
possible benefit for knowledge workers.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• Unused office space is costly to maintain in terms of
heating, lighting etc. By improving space utilization,
companies can effectively reduce their energy use.
• Flexible working can contribute directly to reducing
a company’s carbon footprint by enabling staff to
work from a wider range of workplaces including
some home working, client site and satellite offices.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• The facilities management department has
responsibilities for the day-to-day running of the
building, these tasks may be outsourced or carried
out by directly employed staff.
• Maintenance, testing and inspection schedules are
required to ensure that the facility is operating safely
and efficiently, to maximize the life of equipment
and reduce the risk of failure. Statutory obligations
must also be met.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• The design of each space varies depending on the
needs of the people who use it.
• By adopting a more flexible environment where staff are
able to reserve workspaces according to their task.
• Staff can be redeployed, or space added or downsized
without disrupting the overall operational structure.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• A facility security audit looks for threats that could disrupt a
facility and its operations. These include but are not limited
to: threats or attacks on housed employees or visitors.
• The Internet provides a new and challenging access point
for Facility Managers. While building automation systems
have become essential tools for managers, they also have
provided a potential access point for outsiders to control
the same systems a manager does.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• A course of action developed to mitigate the
damage of potential events that could endanger an
organization's ability to function.
• Data replication
• An emergency communications plan (EC plan)

planning
• Energy costs
arrangements (AWA)
requirements
costs
• Employees are assigned to one facility, but they can
move around and choose a variety of work settings
during the day. They don’t have put their name tag
on a specific work space. And everyone can find them
because their phone, pager, and PC go with them.
• The alternative workplace can help the company
retain experienced employees who find the flexibility
to work.

planning
• Energy costs
arrangements (AWA)
requirements
costs
• For many knowledge workers, work is almost
synonymous with Internet access. Now that laptop
computers are powerful and inexpensive, wireless
networks proliferating, and various conferencing
technologies maturing, “office space” can be created
virtually by using the tools that workers would be
supplied with anyway.
• Mobility helps staffs use real estate more effectively,
saving money and reducing greenhouse gas
emissions.
Work is what you do,
not where you do it

WHY WE NEED WORKPLACE MANAGEMENT?
• In today’s constantly changing workplace,
organizations must find ways to remain competitive
and to keep up with rapid technological advances
and developments in business environments.
Learning to utilize the workplace as a strategic tool
can help meet these objectives.
• Spaces need to be efficiently managed to ensure that
employees can work in the spaces best suited to
their needs and helps them to work more efficiently.

ALTERNATIVE WORKPLACE ARRANGEMENT (AWA)
1. Telework or telecommuting
2. Telework center
3. Virtual office or virtual workplace
4. Office Hoteling
5. Hot desking
6. Desk Sharing

TELEWORK AND TELECOMMUTING
 The act of performing all or a portion of work functions at an
alternative worksite, such as working from home or a telework
center, to reduce or eliminate an employee's commute.
 To be considered telework for federal purposes, telework must
occur at least one day per week on a regular and recurring
basis and does not include
 Situational telework (unscheduled, project-oriented, non-
recurring, and/or irregular telework and/or any teleworking
that occurs less frequently than once a week on a recurring
basis) or
 Full-time mobile work arrangements.

TELEWORK CENTER
 Provides workstations and other office facilities/services that
an employee utilizes (typically on a fee for use/service basis)
from several organizations
 An employee uses the facility as a geographically
convenient alternative worksite for its users. Listed are
different types of alternative worksites, including telework
centers and virtual office solutions.

VIRTUAL OFFICE OR VIRTUAL WORKPLACE
 A virtual office is a work environment in which employees work
cooperatively from different locations using a computer network
(in lieu of a single building or other single physical location).
 As opposed to a single location site (facility) where workers are
housed, the virtual office is typically a collaborative
communications medium, such as a computer network, where
workers gather electronically to collaborate and/or carry out
other work activities.
 The actual physical locations of the employees working in a
virtual office can be temporary or permanent and can be nearly
anywhere, such as their homes, satellite offices, hotel rooms,
corporate offices (shared work space), airports, airplanes, or
automobiles.

OFFICE HOTELING
 Reservation-based unassigned seating
 Employees reserve a workspace before they come to
work in an office.
 Workers are not assigned their own desks; instead, they
reserve a desk for their temporary use for just the days
they expect to work in the office.
 The benefits of hoteling over a more traditional, one-
desk-per-employee scenario include saving costs on
commercial real estate, as well as creating opportunities
for staff to mingle and collaborate more.

HOT DESKING
 Unassigned seating
 Practice of not giving employees (especially the
salespeople) their own desk in the office. Instead, the firm
provide a pool of fully equipment desks which are
occupied as required. Hot-desking is possible where a
firm’s databases and services can be easily accessed via
wireless or telephone links.

DESK SHARING
 Two or more employees share the same workstation
in a typically pre-arranged manner that allows each
of the employees to have sole access to the specified
workstation on given days while the others involved
in the sharing arrangement work elsewhere.
 The challenge for desk sharing is the need to come
to an agreement on a mutually satisfying schedule
for use of the workstation as well as the need to
work with the desk habits of others.

TREND OF WORKPLACE MANAGEMENT CHANGING
Traditional Office
 Cost:
 Use of Space:
 Staff Satisfaction:

Open Office
 Cost:
 Use of Space:

Activity Based
Workplace
 Cost:
 Use of Space :

TOP 10 TRENDS INFLUENCING WORKPLACE DESIGN – FOR
ARCHITECTS / INTERIOR DESIGNERS / FACILITY MANAGEMENT
1. Top talent is shrinking
- Creating vibrant offices
2. Employee engagement matters
- Providing spaces for effective collaboration
3. More people are working remotely and not at their desks
- Mobility , effective technology and business processes
4. Flexible work boosts engagement and satisfaction
- Flexible work allowing employees to work when, how and where they
choose
5. Activity-based work settings are on the rise
- A variety of “activity settings,” or purpose-built areas for specific
activities accessible to all

TOP 10 TRENDS INFLUENCING WORKPLACE DESIGN – FOR
ARCHITECTS / INTERIOR DESIGNERS / FACILITY MANAGEMENT
6. Buildings can help or hinder productivity
7. Lighting matters
8. Acoustics are vital
9. People are the most important metric
10. Change management works

ACTIVITY-BASED WORKPLACE (ABW)
• An emerging trend in office design that allows for flexible,
transparent and collaborative spaces, while increasing
productivity and remaining cost-effective.
• Employee are not assigned with designated workstation. Flexible
work – allowing employees to work when, how and where they
choose – generally receives a positive response.
• Activity-based offices can decrease overheads such as rent,
paper-usage, electricity and energy by substituting
uneconomical cubicles with Wi-Fi enabled workstations.
• Modern technology such as WiFi, Mobile Device and Cloud
Technology has allowed for more mobility and flexibility.

ACTIVITY-BASED WORKPLACE (ABW)
Occupants have a home base at their dedicated (assigned)
workstation and also the following spaces available to meet
their needs for specific work and social activities:
• Focus rooms - no need to reserve in advance, for private
phone conversations, one on one discussions, conference
calls and creative activities requiring privacy (to name a few).
• Huddle rooms - for small groups (3-4), with no need to
reserve in advance, to meet in an exchange of ideas,
meetings, videoconferencing (when available), team grant
writing, etc.
• Small and large conference rooms
• Town Center spaces - a social space, kitchen and ‘water
cooler’ interactions

ACTIVITY-BASED OFFICE – MARTELA HOUSE
• In 2012, Martela introduced Activity-Based
Office at Martela House and reforming into
Martela Lifecycle® model.
• Changes in organization, working practices and
attitudes are constantly shaping the workplace.
• A better place to work
• Improvement never stop
• Survey after refurbishment:
• 89% feel that they can concentrate better
• 72% feel that they’re working more
efficiently
• 68% feel that their well-being at work has
increased
Personal Locker Martela Dynamic

MARTELA HOUSE - ACTIVITY-BASED OFFICE
Concentration Collaboration Communication Chilled Out

MARTELA HOUSE - HOW TO IMPLEMENT IT INTO
ACTIVITY BASED OFFICE?
Specification
PlanningImplementation
Maintenance

CASE STUDY: AT&T
 In 1994, 32,000 employees worked at home by
telecommuting
 Organization involved 100,000 people
 Pioneer of Alternative Workplace (AW)
 Motives:
 Cost Savings – 30% Cash Flow Improvement by Cutting
Down Offices
 Increase Productivity – Devote more time to customers
rather than office routines
 Help keeping experienced employees
 Capture government incentives and avoid costly
sanctions
 Tax codes may change to enable more employees to
deduct home office costs

CASE STUDY: AT&T
 Shared Desk – 14,000 employees in this arrangement now,
up to 6 people can share 1 desk
 Provide Team Rooms and Workstation in Open Area
“You are assigned to one facility, but you can move
around and choose a variety of work settings during the
day.”
 Hoteling
 Satellite Offices
 Save up to 50% in real estate costs
 Diversify the risk of overconcentration in a single location
 Broaden the pool of potential employees
 Telecommuting
 Home Offices

CASE STUDY: AT&T
Source: Havard Business Review

CASE STUDY: COMMONWEALTH BANK, AUSTRALIA
Dock Station with MacBook
Individual Lockers to store Laptops

Private meeting room
Collaboration area

Group meeting area
Recreational area with seats, pool table and barbeque

Workplace Demographics
Source: Monthly Labor Review, November 1997

GEN Y WORKPLACE EXPECTATION
Source: Coydavison

MYTH ABOUT ALTERNATIVE WORKPLACE
 The alternative workplace is for everyone?
 An AW program can spearhead the process of
organizational change?
 AW company office is the most productive place
to work?
 The alternative workplace is all about computers?

ALTERNATIVE WORKPLACE RIGHT FOR YOUR ORGANIZATION?
 Are you committed to new ways of operating?
 Informational or Industrial?
 Open and proactive cultures?
 Staff, Work Nature and Time?
 Are you prepared for some “push back”of
transition from conventional to alternative?
 Invest in AW initiatives work?

IMPLEMENTATION OF AW INITIATIVES
 Start with a pilot project and don’t overcomplicate
it.
“A phased approach to an AW program is essential
in order to test what’s acceptable.”
 Segment the workforce you are considering for the
alternative workplace, and assess the logistics of
the proposed new arrangement.
 Office Bound, Travel Driven, Independent
 Employees are clear both on performance
objectives and how performance will be measured.

 Train for culture as well as technique.
“In the alternative workplace, managers and
employees have to learn how to be in and of the
organization while not being at it.”
 Educate customers and other stakeholders.
 Keep an eye on how participants balance their
work lives with their home lives.
“AW employees must draw a firm line between their
home and work lives—and be confident that the line
is in the right place.”
IMPLEMENTATION OF AW INITIATIVES

Workplace management in response to changing work style

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