Gone are the days of heading to the office for a 9-5 workday in a grey office environment. Remote work is happening everywhere, from coffee shops to airports. Dynamic companies are embracing the concept of workplace agility – where digital solutions, physical space and company culture influence output. Here are some ways an agile workplace operates:

1. Creating an Agile Workplace
Gone are the days of heading to the office for a 9-5 workday in a grey office environment.
Remote work is happening everywhere, from coffee shops to airports. Dynamic companies
are embracing the concept of workplace agility – where digital solutions, physical space
and company culture influence output. Here are some ways an agile workplace operates:
MILLENNIALS DRIVE THE AGILITY TRAIN
Millennials are flooding the workforce with different expectations.
Millennials expect policies that include:
Flexible start and end times with scheduled breaks
Part-year work and compressed work weeks
Part-time work and job sharing
Phased retirement
Alternative
work sites and
autonomy

2. A ROOM WITH A VIEW
With younger workers being fully aware that you can email, call and work from anywhere,
the idea of working differently has become a requirement.
New generations in the workforce are looking to work in a modern environment with:
Types of Workplaces:
Agile + Flexible + Efficient = Dynamic Workforce
Old-Style + Cubicles = Static Workforce

3. Two-thirds of employers reported increased productivity among their
dynamic workforce. Creating an agile workspace has a positive effect on:
CREATE A DESIRABLE WORK CULTURE
In the workplace revolution, if companies want to attract and keep
the best employees, they must pay attention to company culture:
As a result of employee requests,
of companies said that more than half
of their company’s full-time workforce
would be working remotely by 202034%
(According to Global Leadership Summit in London)
The Employee Experience Equation:
Culture + Technology + Physical Space = Employee Experience
Employee
Satisfaction
Creativity Productivity Communication Time
Management
© Asure Software, Inc.

4. EMPLOYEE ENGAGEMENT IS CRITICAL
High access:
60% very satisfied
How flexibility affects job satisfaction:
Moderate access:
44% very satisfied
Low access:
22% very satisfied
21%
HIGHER
PRODUCTIVITY
22%
HIGHER
PROFITABILITY
AGILE WORKPLACE NUMBERS DON’T LIE
If a company does not foster an agile work environment, it can trigger dissatisfaction.
Employees can feel disconnected, resulting in high turnover, poor productivity,
and diminished profitability.
Performance outcomes measured in
the poll of 1.4 million dynamic workers:
Customer ratings improved
Profitability increased
Productivity and quality improved
Less turnover
Less absenteeism
(Results for top quartile of agile workplaces with engaged employees, over bottom quartile – Gallup Poll)

5. WORKERS HOLD ALL THE ACES
The global labour force will approach 3.5 billion in 2030.
It’s an employees’ market – they can choose where
they want to work, so agility and engagement are a must
for companies to compete for and retain top talent.
Employers that
had difficulty
filling jobs in 2015
HOW DO WE BECOME AN AGILE WORKPLACE?
To establish your agile workplace you will need to:
Plan
Take steps to design
and create flexible
workspaces.
Implement
Incorporate flexible workplace
initiatives to accommodate
the agile worker.
Educate
Inform employees and
set expectations for new
flexible work policies.
Employees who say it’s important
that their organisation address an
employee engagement problem
Employees who plan
to leave their employers
within the next 2 years
© Asure Software, Inc.

6. The Millennial Mindset:
Millennials are a growing percentage of today’s
workforce. This generation grew up in the digital
age with a natural understanding of technology.
Their motivations, expectations and interactions
with the workplace, and their approach to
technology set them apart from co-workers.
mil-len-nial
mi’lenēal/
Millennials or the Millennial generation is the generation
directly following Generation X. Millennials consist of those
born between 1982 and 2000.
Millennials will account for 75 percent of the
workforce by 2025.
(Deloitte)
What does that mean for you?
Millennials are a driving part of the current and future workforce. As this group continues to enter
the workplace they are quickly becoming the thought leaders, innovators and developers.
Their presence in the workforce has a big impact on the workings of virtually every organisation.
The average tenure of Millennial employees is 2 years.
Generation X employees average tenure is 5 years and
for baby boomers, 7 years.

7. [The Millennial] generation is highly collaborative,
often researching with friends before making a
purchase, even a cup of coffee.
–SHRM (Society for Human Resource Management)
Millennials:
• Seek regular feedback to build confidence
• Seek work that is flexible, avoiding the common 9-5 workday
• Seek bosses that are mentors with open-door policies
• Prefer tangible benefits with immediate rewards
• Seek freedom and autonomy in the workplace
• Seek to know the “why” of their work
• Prefer to work in teams and collaborate
• Prefer to incorporate technology in their day-to-day work
• Want to be included in decision-making processes
• Prefer positive feedback over negative
Technology is not an add-on; It’s a requirement.
Technology in the workplace is changing the way humans of all ages are interacting with the world.
Humans no longer adapt to technology, rather, technology adapts to humans and their needs.
Millennials want smooth experiences between the digital and real world. They don’t want technology
that requires wasting time to use. This is a major reason many organizations are looking for software
developers and providers.
© Asure Software, Inc.

8. 10 Strategies to Maximise
Workspace Utilisation and Agile Working
How can real estate and facility professionals maximise the value of their space without negatively impacting
employees while, at the same time, get the most from their real estate budgets? It’s a question receiving more
and more attention because real estate costs are the second largest single cost for most organisations.
Organisations are not always aware of all the workspace inefficiencies that exist. Out of office travel,
off-site meetings, telework employees and holiday often result in workspace utilisation rates of 40% or less.
There is a gap between space provided and space used. When this gap is defined, how to best allocate
workspace can be determined.
Through careful data analysis, organisations can reduce real estate, reconfigure and repurpose, improving the
density of the workspace – ensuring efficient utilisation of real estate.
As workspace utilisation options continue to unfold, consider these 10 strategies that will help maximise the
value of space.
10 Strategies to Maximise
Workspace Utilisation
1. Ask questions.
Which spaces do employees enjoy using most
and why?
Why does one conference room space get
booked, while others remain unused?
Who uses the space, and how frequently?
When a conference room space is booked does
it really get used?
Is there a best way to put an end to ‘no shows’
who reserve space?
How can existing workspace be put to better
use that ultimately compliments employee morale
and efficiency?
Asking employees these questions may generate
some valuable information, but their responses
are subjective. Combined with data from other
workspace utilisation detection sources will uncover
several qualified suggestions to maximise space
utilisation.
2. Understand desk utilisation.
Technology has made the modern workforce more
mobile – capable of conducting business from almost
anywhere. The first step is to understand how the
existing workstations are being used. Start the process
by identifying if, when, and for how long each desk
is used – preferably with an automated presence
detection device. Actual workspace utilisation rates
are particularly helpful before and after any spatial
reconfiguration projects.
3. Measure the true value
of meeting rooms and other
shared workspaces.
Innovative image sensors track room utilisation room
occupancy, another key to identifying inefficient use
of space. Rooms, with a capacity of 30 for example,
may be consistently booked for meetings that involve
just a few people. Knowing when and if a room is
used, and how many people are meeting in it each
time, helps determine efficient space use and enables
space reconfiguration planning that better meets the
needs of all employees.

9. 4. Analyse space utilisation
with skepticism.
Innovative room booking software is a great
way to manage shared desks and meeting
rooms. Just because a room was reserved
doesn’t mean it was actually used. Multiple
sources of data to determine the delta between
planned and actual use of the workspace,
for example, combining data from room booking
software and utilisation data from image and
desk sensors, helps determine space use.
Analysing workspace use is an evolutionary
process. Repeat the process with regularity to
keep the organisation ahead of the curve and
create the most value from occupied real estate.
5. Hibernate underutilised
space.
Using room scheduling software to “hibernate”
reservable workspace that is not used on a
frequent basis each day practically guarantees
immediate cost savings. When organisations turn
off large areas of underutilised space, the energy
(and related costs) required to heat and cool
that space is significantly reduced.
Try creating and enforcing space use policies
to ensure hibernated workspace stays off
limits unless the rest of the facility is completely
occupied.
6. Provide interactive reports
that offer executives high
value.
Understanding workspace utilisation isn’t about
collecting data, it’s about analysing it. Instead
of producing narrative reports that generate
little attention from the management team,
create informative, graphics-based dashboard
summaries to help them better understand real-
estate utilisation trends. A business intelligence
(BI) system that provides real-time, interactive
dashboards allows managers to drill down into
the details and empowers them to identify space
utilisation trends and inefficiencies.
7. Consider variable
workspace options instead
of expansion.
As organisations grow, especially through
acquisition, they often don’t rationalise existing
space. Eliminating under-used real estate and
adopting variable workspace policies reduces
costs. Selling or sub-leasing a small sales office, for
example, and using variable workspace instead
can easily pay for itself within a short time period.
© Asure Software, Inc.
Both dynamic density (space per person), and static density (space allocated
per workstation) should be considered.
If only static density is considered and the space allocated per workstation
is reduced, employee efficiency will be sacrificed. By coupling static density
with dynamic density, the overall use of existing space (with desk-sharing and
other adjustments) will improve.

10. 8. Integrate workspace
applications with the
IT department.
The in-house information technology team
should be in aligned with any effort to maximise
workspace utilisation. Investing in workspace
technologies and software, requires the IT team
in the organisation to offer expertise that will
help eliminate duplicate databases, integrate
data from multiple systems, and ultimately get
the reports and information needed to make
meaningful change while helping reduce the
total cost of technology ownership. Integrated
workspace management tools are just one
example where the IT department can assist in
both deploying the hardware and software to
maximise effectiveness and make the tools easier
to use, share and manage.
9. Consider the mobile
workforce.
Modern technology has enabled the mobile
work force to work whenever and wherever
they choose. It takes less space today to
accommodate the workspace needs of 100
employees than it did just two years ago and
the pace of this change continues to advance.
As employees adopt technologies, and
employers adopt flexible work policies, the
number of people occupying a typical
workspace on a daily basis will continue to
decline. Plan ahead as assigned spaces become
underutilised.
10. Communicate with
employees.
Corporate culture will only adopt and accept
workspace utilisation policy changes, open
environments, and shared space if they
understand the need for change and the
right expectations are set. Communicating
with employees about the need to make this
transformation, is essential to help employees
embrace the change by including them in the
process, getting their feedback before and
after implementing changes, and showing
them how the organisation is implementing their
recommendations. Only then can workspace
adapt to become more efficient and productive.
Creating a more productive – and efficient – work environment, is about finding the right balance
between employee needs and real estate costs. If organisations approach the transformation with
intent – surveying employees, tracking occupancy and analyzing the data, and making the necessary
adjustments – a more collaborative, productive workforce will emerge and the organisation will
appreciate the effectiveness and efficiency of the workspace.

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EMAIL emeasales@asuresoftware.com
WEB www.asuresoftware.com
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EMAIL emeasales@asuresoftware.com
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