Distr Distributed Work: Forecasts + Recommendations ibute d Wor k: T e am Numbe r : 3 Government Policies RE Strategy & Workplace Design Changes to workplace Long Term • Monitoring changes to • design based on government policy and alterations to activity how this informs changes based working and work to workplace design and from home ratios strategy Time Span Operations Return To Work Allowing for continued • A change to a working • Short Term physical distancing, model where increased requirements to maintain work from home ratios and clean and safe are adopted, and less workplace fixed office space is required Internal External Control
Distr ibute d Wor k: T e am Numbe r : 3 A distributed working model is here to stay The potential of distributed working has accelerated Accelerated remote working looks like: companies at least 5 years into the future • Virtualisation of teams, conferencing and Recent results from global companies: meetings Colliers survey: 82% of respondents now want • • Robust anytime, anywhere, anyplace to work remotely at least one day per week connectivity CoreNet Global: 66% of respondents have a • positive view of remote working than • BYOD as a viable business option previously • IT infrastructure creating extensions to all TCS, India's leading company, publicly • points announced 75% of employees will work from home permanently • HR policies for work in singular or cluster modes – remote + virtual Stockbroking companies indicating a 100% • work from home strategy with employees on Source: Savills: COVID-19: Transforming Workplaces rotational basis to office 1-2 day a week
Distr ibute d Wor k: T e am Numbe r : 3 What Changes for the Returning Workforce Some workplace solutions that can be cost effectively implemented in the short term for that returning workforce Social Distancing has to be followed until the pandemic curve settles down and the vaccine is developed Reduced Densities and goodbye to the typical working day • Major Changes being adopted: Consider going to a four-day work week and staggering teams • across five days to reduce density by up to 20 percent on any Touchless interface to reduce contact points • given day Systems to monitor body temperatures through • Assigned Unassigned Desks- Transition to unassigned seating • thermal cameras that allows employees to establish boundaries enables distancing Workplace maintenance costs to go up by minimum • Respect the individual- Assign lockers, file drawers or storage • 25% cabinets to individuals to separate personal items. Remove With corporates focussed on social distancing, trash cans from individual desks and replace them with a • communal location that consolidates sanitation. Socialising common areas lose their significance Ability to control cleanliness- make it easier for employees to • HR Policies are becoming more stringent, each • maintain proper hygiene, especially when it comes to employee will have to submit their travel history washing and sanitizing their hands. Additional sinks in (both business & leisure) to the organisation kitchens and break rooms offers one solution Humidity Control- Increase humidity levels to 40 to 60 • percent to reduce infection - People and Culture Introduce HR policies that consider remote work on a need • based and longer-term basis – Healthcare Design standards followed in healthcare sector will also apply • to corporate workplaces - Risk Assessments Undertake risk assessment of the premises in consideration • of Covid19 Source: Knight frank views on CRE Market
Distr ibute d Wor k: T e am Numbe r : 3 EXPERIENCE TECHNOLOGY IS PRODUCTIVITY LOSS OF STRUCTURE RETHINK VARIED GREATLY KEY ENABLER FOR LEARNING BY REQUIRED FOR MEETING DEPENDENT ON - VC MEETINGS CONCENTRATED LISTENING & WFH TO BE SCHEDULING SHORTER & FASTER SITUATION. WORK TYPICALLY ABILITY TO SUCCESSFUL AND STRUCTURE DECISION MAKING - IMPORTANT TO HAVE INCREASED UPSKILL IN FUTURE - FACE-TO-FACE STILL RIGHT WFH SETUP REQUIRED FOR PEOPLE: THROUGH TEAM COLLABORATION ADJACENCY WFH LEARNINGS DIFFERENT DESIRE TO NEED TO NEED FOR THE TRUST BETWEEN IMPROVED TEAM SPACES / BUMP FACTOR INCREASE WFH PRIORITISE / BUSINESS MANAGER & LOCATIONS - INCIDENTAL MORE HEALTH & LEVEL OF TEAM CRITICAL REQUIRED FOR INTERACTIONS CRITICAL PERMANENTLY WELLBEING - RECOGNITION AND TO SOCIAL NETWORK, COMMUNICATIO DIFFERENT TYPES FOR ALL ~1-2 - MORE ‘ME’ TIME ACCEPTANCE THAT RELATIONSHIPS AND N OF WORK WITH LESS COMMUTE BUSINESS OUTCOMES WFH IS OK DAYS PER WK - REMOTE / GLOBAL TIME I.E. OFFICE = - REDUCTION IN EMPLOYEES MORE COLLABORATION CONNECTED INCIDENTAL EXERCISE HOME / HUB SITE = - MORE PERSONAL - INCREASE IN CONCENTRATED WORK UNINTERRUPTED INTERACTIONS SCREEN TIME
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