Distributed Work Team Number: #9
DISTRIBUTED WORK Team 9
TEAM 9 Andrew Bade Fred Bachicha Elizabeth Baudler Géraud Biebuyck Jeremy Done ORACLE USAA INDEPENDENT VESTIAN HENDRICK John Friel Kenneth Gries Eric Linebarger Doug Sitzes David Harris Eric Johnson REFINERE HOK FIRMENICH AECOM ALLSTEEL CUSHMAN & WAKEFIELD
DISTRUTED WORK & RETURN TO SERVICE MOST SPACE DECISIONS ARE NEEDS TO MOVE HEARTS & MINDS FINANCIALLY DRIVEN BUT . . . COVID CHECKLISTS: 10% cleaning, reentry, distancing DISTRIBUTED WORK: Technology expectations, technology & tools 3% 5% Operations + Facilities What You Can Measure Maintenance You Can Change COVID PROTOCOLS: 82% communication, reinforcement, town halls DISTRIBUTED WORK: People community, cost, productivity, risk What You Think Is What You Believe
COMMUNITY PRE COVID19 POST COVID A strong, positive workplace community is enabled primarily by We all went to our office to be part of WFH has made it harder to stay the bigger organization physical presence, driving connected to organization the premise that we ‘have Team meetings & Town Halls allowed Difficult to maintain social cohesion for critical info sharing to’ come to the office. with social distancing Resources – people, Understood how my role supported What is our sense of purpose when the organization technology, spatial – are in reaction mode designed and organized to support this basic CULTURE premise. Face to face formal & informal So many tools help me communicate but how do I use them? meetings Is there another means of creating “Water cooler’’ moments were a digital spontaneous interaction? common occurrence Virtual happy hours is the new social Informal social interactions interaction - ‘zoom fatigue’ connected the team CONNECTION
COMMUNITY A HOPEFUL PROPOSAL We are social beings but that doesn’t mean we always need to be together at the office. As HOME WORK WORK CONSIDERATIONS: knowledge workers we should be provided the autonomy to From Agile Workplace to Agile Workstyle: • Organizations will focus their resources work where we need to based on on providing multiple locations for employees the task, workload or personal to do their best work; home, in-between, commitments. In the words of office – anywhere. MIT: Sloan School Of Business “we should ‘check in’ not Organizational Culture Beyond The Office: ‘checkup’ on our colleagues.” • Culture, Brand & Purpose will be clearly articulated so that affinity with the organization will follow you throughout your workday. Evolving Digital Technology: • Virtual ’digital’ spontaneous interaction will be possible to allow idea sharing and cross talk in unscheduled ways. COWORK ANYWHERE FOCUS ON WHAT WE DO SHIFT IN FOCUS NOT WHERE WE DO IT
PRE COVID19 COST POST COVID19 Most Real Estate teams report to the CFO, so decisions are primarily Real Estate costs are still accruing Control real estate, design, while revenue is declining construction and FF&E cost financially driven. While this provides clear People will ‘social distance’ return Minimize sq. ft. cost / person and to work utilizing more space. measures of success – maximizing space utilization SF/person, Cost/SF, etc. - It is unclear if working from home Reducing carbon footprint and meet is a saving money opportunity it often overlooks the fact sustainability goals that people, not real estate, are an organization’s EXPENSES largest expense and that the greatest value comes from a positive user experience. Smaller work ‘me’ space to provide Want to reduce office space more “we” collaborative spaces because people can work from home Sick days were blended with vacation days – no one calls in sick People are worried about coworkers coming in sick – spreading germs Everything is low and open to allow connection and collaboration It is harder to control the spread of germs in large open environments. FLEXIBILITY
COST A HOPEFUL PROPOSAL By focusing on a holistic approach to defining the CONSIDERATIONS: HOME WORK WORK requirements of the workplace – wherever it may be – Work from Anywhere organizations will see an • Organizations will focus their resources improved ROI from their on providing multiple locations for employees to workplace. do their best work; home, in-between, office – anywhere. User Experience • Culture, Brand & Purpose will be clearly articulated so that affinity with the organization will follow you throughout your workday . Workplace Design Supports Work Process • RE portfolio cost, effectiveness and efficiency improved by focusing first on the requirements of work processes and activities relative to organizational culture and business goals. COWORK ANYWHERE narrow wide WE WILL MAKE DIFFERENT VIEW DIFFERENT CHOICES
PRODUCTIVITY PRE COVID19 POST COVID19 While technology has been a facilitator for WFA, it is the employees themselves We went to our office to be connect Feeling connected to the who demonstrated their with the organization organization is harder ability to self-manage and All Hands & team meet allowed for Difficult to maintain social cohesion deliver on company goals critical info sharing with social distancing and objectives. The Understood how my role supported What is our sense of purpose when preconceived correlation the larger organization in reaction mode of productivity with employees physically MULTITASKING being ‘at work’ has been challenged Work life balance – leave early and The opposite of work life balance, pick up after family time Loss of work and home separation Interruptions: emails, texts or Interruptions: emails, texts, deliveries, colleagues dropping by to chat continuous video conference Staying late to avoid working the Working the weekend to get caught up weekend on the things you didn’t finish during the week HOURS WORKED
PRODUCTIVITY A HOPEFUL PROPOSAL 80% of employees want to WFA at least some of the time. As CONSIDERATIONS: they develop new routines, employees will have the Prioritize What Is Important opportunity to integrate their • Less time commuting typically means more work with their life rather than time to work. It could mean more time to be attempting to balance life with with family and friends. work. With a varied ‘workplace’, Less Reacting More Doing communication, morale, and • Scheduling time for focus and reflection is as collaboration will shape important as collaborative time. When employee satisfaction and how remote, more attention needs to be paid to the work gets executed. scheduling so that every free slot in your day isn’t a meeting request. Intentional Spaces Instead of Multi-purpose • By creating or renting spaces that are work home intentional in nature will allow for greater usage because they can be designed to support the task at hand. WFA WILL ENABLE PRIORITES WORK/LIFE INTEGRATION
PRE COVID19 POST COVID19 RISK Organizations have always had to address security and safety risks in their Focused on building, network and IT systems have been stressed due workplaces. However, in employee security to a complete remote access the face of the Covid-19 Contingency plans for emergency Disaster recovery to prepare for the pandemic, those risks have preparedness next major catastrophe become significantly more Limited focus on security outside an Personal job, health, financial, family prominent; in the case of organization’s workplace security is unclear , reduced. safety, it can literally be a matter of life and death. SECURITY Non ergonomic furniture, pacing Ergonomic furniture, fitness centers, calls, free minute for a bio break walking meetings Your home is too hot or too cold LEED Certification or Employee and I have not had time to exercise. Wellness programs Concern over cleaning protocols General dusting with wipe down of and social distancing when you workstations & common areas return to the office SAFETY
RISK A HOPEFUL PROPOSAL With ‘work from anywhere’ likely a larger component of CONSIDERATIONS: organizations’ workplace strategies, the associated risks Employee Safety: will not go away. However, they • Cleaning protocols adapted to address may change – vaccines and other changing medical and infection requirements medical advances will at least • Communications visual cues to reinforce social reduce the severity of the safety distancing where required • Feedback loops from employees on what is risks, if not eliminate it. Security important and what is working. apps and protocols will be developed to improve the security Network & Data Security & Enhanced Tools: and stability of ‘work from • Apps and protocols regularly updated. anywhere’ technologies. • More tools and training are provided to allow employees and leadership to understand and believe in WFA. . Work From Anywhere ‘speedboats’ Is The Norm: • Organizations’ policies and protocols support user flexibility, choice and agency • Labor laws updated to WFA, redefining organizational and user responsibilities. HOLISTIC DECISIONS ORGANIZATIONAL RESILIENCE PEOPLE CENTRIC
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