Insights

Open plan offices linked to low engagement and workplace satisfaction levels

Open plan offices linked to low engagement and workplace satisfaction levels

As we’ve pointed out before, while open plan working can bring cultural benefits such as improved communication and collaboration; the continuing popularity of the open plan office is largely down to cost. The reason the UK has more than twice as many open plan workers as the global average is primarily due to high real estate costs. Now a new report from Steelcase suggests that space and cost-saving strategies such as open plan offices and hot-desking could be impacting workplace satisfaction and engagement. UK employees are falling below the global average for almost all workplace satisfaction metrics, reporting a lack of control over their work environment (59 percent), difficulties concentrating (43 percent) and an inability to work without being interrupted (50 percent). These three factors were found to be central to fostering an engaged and satisfied workforce. Only 29 percent of UK workers are engaged, compared to 34 percent globally.

Read the article on workplaceinsight.net >

Employers’ attraction and retention rates rise with flexible working offer

Employers’ attraction and retention rates rise with flexible working offer

Although a quarter of UK workers now regularly work out of the office, there is a still a significant number (39 percent) who don’t know they have the right to request flexible working. Yet according to new research from UC EXPO, conducted amongst 1,000 UK office workers, job roles offering flexible working are more likely to attract a better candidate, with 82 percent of workers saying they would be more likely to take a job that offered flexible working benefits. An additional 71 percent said that the offer of flexible working would help businesses to attract a greater international talent pool. The research finds that the benefits of flexible working are more widely recognised than a year ago, with a fifth (22 percent) of those surveyed having worked at home or remotely more throughout 2015 than in 2014. Productivity concerns around employees working from home is decreasing, with over two-thirds (67 percent) believing that productivity levels either increase or stay the same when they work remotely.

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Catching China’s ‘makerspace’ wave

Catching China’s ‘makerspace’ wave

Whether an invention emerges from a basement laboratory or a family garage, there is no doubt that many successful innovators started tinkering with novel ideas at home. Unfortunately, not all would-be inventors have a spare basement or garage. The global co-working trend that sees creatives work in clusters of likeminded individuals has piqued the curiosity of the Chinese government.

Read the article on jllrealviews.com >

Why buildings will become ‘sensorsational’

Why buildings will become ‘sensorsational’

In many small ways, we are becoming accustomed to buildings responding to our physical presence, almost without realizing: doors open and lighting comes on in hallways, toilets flush automatically in restrooms and water flows into basins when our hands approach. Slowly but surely, we have entered a whole new wireless world of sensors.

Read the article on jllrealviews.com >

Too much choice at work just leads to paralysis by confusion

Too much choice at work just leads to paralysis by confusion

There is a general acknowledgement within the realm of FM and workplace that its world is changing; and that organizations must be ready and able to adapt to the shifting landscape, or else slip through the cracks and go under. Various factors are contributing towards this drastic reform, including three key infrastructures: technology, corporate and social. The rise of technology will play a significant part in the inevitable workplace revolution, as will the workforce of tomorrow. In addition to these technological advancements, five generations are now making up our modern workforces. It is, therefore, imperative that organisations offer a working model and a workspace that can be tailored to suit the multitude of traditional and modern workers, in order to meet current and future needs. Embedded in our psyche is the belief that the more choices we are presented with, the better, but is that true?

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Over half of UK employers will implement flexible working by next year

Over half of UK employers will implement flexible working by next year

The UK is on the verge of a flexible working ‘tipping point’ with more than half of employers offering staff more choice of where to work. Working anywhere: A winning formula for good work? produced by Lancaster University’s Work Foundation, and commissioned by Citrix, reveals that 2017 will be the time when over half of organisations in the UK are likely to have adopted flexible working. It also predicts that over 70 percent of organisations will have followed suit by 2020. The Work Foundation, which hosted interviews with academics, business leaders and the public sector to glean insights around the theme of flexible working, supported by research with 500 managerial level employees within medium to large businesses, warns that there is still much to be done to address attitudes towards flexible working, from ensuring people don’t end up working longer hours to dealing with feelings of ‘disconnect’.

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The growth of agile working and the softening of workplace design

The growth of agile working and the softening of workplace design

The workplace has gone soft and I mean that in a good way. Over the past fifteen to twenty years we have experienced the very welcome development of a much softer aesthetic generally when it comes to the design of offices. This process has accelerated dramatically since we came out of the recession and more and more firms have turned to models of flexible and agile working as a source of competitive advantage. Often wrongly characterised as the feminisation or domestication of design, this is linked to the way that management thinking and consequently workplace design has focussed on softer business issues such as corporate culture, the environment and knowledge management. To a large extent this has come about as a matter of necessity. At its heart are several interrelated issues. The most important is this; if your main asset is knowledge, how do you attract the heads that contain that knowledge to your organisation?

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Preparing ourselves for the era of the boundless office

Preparing ourselves for the era of the boundless office

Ever since people first started working in modern offices just over a century ago, we’ve grown accustomed to the idea of a constantly evolving workplace. Trends in office design have tracked those in management thinking, social attitudes, technology, demographics, architecture, the economy and legislation. Yet for most of that elongated century, there were some underlying principles that remained pretty constant. This was true even in the revolutionary years at the turn of the Millennium as technology became more mobile, Internet access became ubiquitous and flexible working became commonplace. Even then, most people still worked in offices for relatively fixed periods and those that didn’t, including those that worked at home, did so in a time and place that aped the structures of the corporate HQ.  Over the past ten years or so those structures have begun to crumble and fall and we are entering a new era.

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London’s top law firms embrace open plan design to offset rent rises

London’s top law firms embrace open plan design to offset rent rises

London’s largest law firms are reducing their office space and radically rethinking their property strategies as a way of dealing with the endlessly rising rents in the districts in which they prefer to base themselves. According to research from CBRE the one hundred legal firms that occupy the largest amount of square footage in the Capital experienced rent rises of 7 percent in 2015 to an average of £43 per sq ft. Many of the CBRE Legal 100 firms, 95 of which are now located in the City, have been responding to rising costs by taking less space and occupying more efficiently, and a significant number are shifting to open plan working. Last year, there were 63 relocations, 19 percent more than the previous year, pushing office take-up in the legal sector to 12 percent above the 10 year average. Yet while the CBRE Legal 100 firms are downsizing their footprint in London, international firms are in expansion mode.

Read the article on workplaceinsight.net

Agile working and the softening of the workplace

Agile working and the softening of the workplace

The workplace has gone soft and I mean that in a good way. Over the past fifteen to twenty years we have experienced the very welcome development of a much softer aesthetic generally when it comes to the design of offices. Often wrongly characterised as the feminisation or domestication of design, this is actually linked to the way that management thinking and consequently workplace design has focussed increasingly on softer business issues such as corporate culture, the environment and knowledge management. To a large extent this has come about as a matter of necessity. At its heart are several interrelated issues that have dominated management thinking for the past two decades. The most important is this; if your main asset is knowledge and that knowledge is largely locked up in people’s heads, how do you attract those heads to your organisation? Then, once they are safely in your employ, how do you make them stay there or at the very least empty some of the contents into computers and other people’s heads before they go?

Read the blog on freshworkspace.com >

3 Ways Nomads Are Staying Connected and Productive Wherever They Go

3 Ways Nomads Are Staying Connected and Productive Wherever They Go

When possible, it is always nice to be able to work from home, but what if you could do so every day, and be certain that you could maintain a high level of work and productivity? A new group of transient professionals are spending less and less time at the office, and instead are bringing the office with them wherever they go. This is part of a larger theme from the Nomad Class Debrief, a new report from PSFK Labs, which examines the needs, behaviors and emerging trends of these untethered creatives.

Read the article on psfk.com >

Why a Google office simply doesn’t work for everybody

Why a Google office simply doesn’t work for everybody

The open plan office versus closed debate rages on, and rather than running out of steam in the face of all of the evidence and reasoned argument put forward one one side or the other by many industry thought-leaders, it seems to have nine lives. Those grand and ground-breaking  new offices occupied by the world’s tech giants seem to be particularly popular examples of why highly open and transparent workplaces do, or don’t work, especially those headline-grabbing offices created around the world by Google. This public debate has led to some very interesting and insightful discussions in various forums (to which I have contributed), inspiring me to synthesise the key themes into four reasons why a Google office is not necessarily the right type of office for your organisation. Many thanks in particular are due to David Rostie and Kay Sargent for their valuable online contributions to the debates which inspired this article.

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Design Forecast: The Smarter Workplace

Design Forecast: The Smarter Workplace

This desire for customization extends to all facets of life. Some people like to shop in brick and mortar stores where they can handle a physical item; others prefer to order it online their color from their favorite brand. But everyone at least wants the option to choose between online shopping and the in-store experience. At sporting events, discriminating fans look for more than just a seat in the arena—they want a customized experience that provides a litany of food options to choose from, and (for a price) allow greater access to the players. When traveling, people want to be able to choose between five-star brand hotels, comfortable-but-affordable boutiques hotel, or the budget-friendly option of a unique home or apartment via Airbnb. Travelers also customize their vacations online by perusing a host of discounted airfares, tours and attractions and then choosing what best suits their unique itinerary.

Read the article on gensleron.com >

The Human Factor in Learning Communities

The Human Factor in Learning Communities

Throughout 2015, Metropolis’s publisher and editor in chief Susan S. Szenasy visited leading architecture and design firms across the country as part of the Metropolis Think Tank series of discussions on key issues surrounding human-centered design. On February 19, 2015, she talked to designers and principals of the San Francisco architecture, design, and consulting firm Gensler and their consultants about new approaches to education, technology, community building, and the role of irreverence and play in shaping a new educational landscape. What follows is an edited transcript of the conversation.

Read the article on metropolismag.com >

THE FUTURE OF WORK IS NO LONGER IN THE FUTURE

THE FUTURE OF WORK IS NO LONGER IN THE FUTURE

It’s well documented that there are persistent digital forces in business today: millennialization, globalization, and virtualization, to name a few. But none are more powerful than the “millenialized” workforce that is currently reinventing how you do business from the inside out. Generations Y and Z have always been digital citizens: they have maintained friendships remotely, massively multiplayed remotely, loved, lost, and learned remotely their entire lives. They will virtualize your business by breadwinning remotely, too. Your millenialized workforce will globalize and virtualize how you work by single-handedly introducing your larger team to the attitudes, tools, and services they love.

Read the article on workdesign.com >

Younger workers more engaged at work than middle aged staff

Younger workers more engaged at work than middle aged staff

Companies with stronger financial performances and better customer experience have employees who are considerably more engaged than their peers, a new survey by Temkin Group claims. The research also shows that out of all the industries, the construction sector has the highest percentage of engaged employees. Organizations with 501 to 1,000 employees have the highest percentage of engaged employees and companies with 10,000 or more employees have the lowest level of engagement. Employees who are highly educated, high-income earners, executives, male, and have very good bosses tend to be the most highly engaged. 63 percent of highly engaged employees always try their hardest at work, compared with 42 percent of disengaged employees. And for those who doubt the commitment of millennials – 25- to 34-year-old employees are the most engaged group, while 45- to 54-year-old employees are the least engaged.

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The workplace is not just about the play, but the stage too

The workplace is not just about the play, but the stage too

Why is it that just about every article I read talking about the value of workplace design, almost always ignores the broader context of the building and precinct in which the workplace is located? Similarly, almost all conversations extolling the virtues of remote working, love to predict the extinction of the office and diminish its relevance as an important contributor to the operations of a successful business. Personally, I have yet to find an acceptable substitution for face to face communication. It is just not possible for clear, consistent and unmistakeable communication to occur over email, text, phone or skype. The ability to be able to read someone’s body language, grab a pen and paper to draw a diagram, point to an example, empathise sincerely with a colleague, customer or collaborator’s struggles with complex concepts, is just not possible to do quickly, effectively and efficiently without face to face communication.

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