Distr ibute d Wor k: T e am 2 Appe ndix T able of Conte nts Figure Page TYPES OF DISTRIBUTED WORK SPACE SOLUTIONS 1-2 DISTRIBUTED WORK SOLUTIONS COST CONSIDERATIONS 3-4 MODEL WFH POSITIVES DURING COVID-19: DATA LINGUISTICS VISUAL 5 WFH NEGATIVES DURING COVID-19: DATA LINGUISTICS VISUAL 6 WORKFORCE FLEXIBILITY EXPECTATION POLLING RESULTS 7 PRODUCTIVITY & WORK SETTING PERFORMANCE RESULTS 8 PERFORMANCE CURVE 9
Distr ibute d Wor k: T e am 2 Appe ndix 1 S# Type of DWS Brief explanation on the same Benefits Challenges Format • • • 1 Hub + WFH Single Hub office and all other employees to Work from Minimised Risks Lack of Collaboration. • • Home. Minimise Real Estate and Difference in workspace experience for • Part Surrender or reduce the foot print of the current office Operational Costs over a period. employees. • • space. ‘Sense of Entitlement’ for those who work from • Activate WFH for ~ 90% of the employees. HUB office. • • Use office only for General Affairs and important meetings / Co-ordination and Innovation challenges. • client interactions. Lease Exit Costs and documentation. • Ideal for Sales organisations and Consulting firms. • • • 2 Hub + Flex Single Hub office and all other employees to Work from Flex Reduced Concentration Risk. Lack of Collaboration. Solutions • • Operator Solutions. Bringing Work closer to Home. Difference in workspace experience for • • Hub to be designed with the work space needs meeting the Reduced commute time and employees. • social distancing norms. cost. ‘Sense of Entitlement’ for those who work from • • Part Surrender or reduce the foot print of the current office Negligible CAPEX for new spaces. HUB office. • space. Co-ordination and Innovation challenges. • • Activate WFH for ~ 90% of the employees. Lease Exit Costs and documentation. • • Use office only for General Affairs and important meetings / Potential Risk of Flexible office Operator client interactions. performance & Experience. • • Ideal for Mid to large firms who have geographically spread Risk of poaching and non-conformity of HSE out work force within a city. standards by other occupants of the Flex Centre. • Lease & multiple Membership Contract Management. • Lease Exit Costs and documentation of original office. • • • 3 Hub + Multiple Single Hub office for ~ 40% of the employees. Reduced Concentration Risk. Lack of Collaboration. Conventional • • • Hub to be designed with the work space needs meeting the Bringing Work closer to Home. ‘Sense of Entitlement’ for those who work from Solutions • social distancing norms. HUB office. Reduced commute time and • • Part Surrender or reduce the foot print of the current office cost. Increased CAPEX for tenant Improvements in new • space. office. • • Add 3 new Conventional offices basis the employee Co-ordination and Innovation challenges. • demographics to accommodate ~ 20% in each new office. Lease Exit Costs and documentation of original • Ideal for Mid to large firms that have requirements for office. • activity-based working and client interface. Multiple Lease Contract Management. • Potential Duplication of IT, Admin and HR resources.
Distr ibute d Wor k: T e am 2 Appe ndix 2 S# Type of DWS Brief explanation on the same Benefits Challenges Format • • • 4 Only WFH Surrender all current offices. Minimised Risks with fully Distributed Lack of Collaboration. • • Work Force. Lease Data Centre Solutions for hosting Server. Difference in workspace experience for • • No Real Estate and Operational Costs employees. Activate 100% ‘Work from Home’. • • over a period. Co-ordination and Innovation challenges. Ideal for mid-size (under 50 people) and Start-up firms. • • Lease Exit Costs and documentation. • Connectivity, Ambience, Resilience, productivity challenges due to WFM. • • • 5 Only Flex Surrender all current leases. Minimised Risks Lack of Collaboration. • • • Solutions Activate 100% Flexible Solutions (Co-working) Bringing Work closer to Home. Difference in workspace experience for • • Ideal for mid-size (under 50 people) and Start-up firms. Reduced commute time and cost. employees. • • Negligible CAPEX for new spaces. Co-ordination and Innovation challenges. • • Flexibility on Tenure. Lease Exit Costs and documentation. • Potential Risk of Flexible office Operator performance & Experience. • Risk of poaching and non-conformity of HSE standards by other occupants of the Flex Centre. • Multiple Membership Contract Management. • Lease Exit Costs and documentation of original office. • • • 6 Conventional Increase the Conventional Leased Space foot print. Better Control. Highest Concentration Risk. • • • (De-Densified Retrofit the Work Space by accommodating ‘Social Improved Collaboration & Standards. High CAPEX for Tenant Improvements. • • Office) Distancing Norms’ Adherence to HSE norms and protocol. • • Try and control exclusive towers or floors to have full Brand presence. control of the Hygiene factors. • Ideal for Corporate Offices and Back-end work with client confidentiality and proprietary needs.
Distr ibute d Wor k: T e am 2 Appe ndix 3 QUALITATIVE COMPARISON OF OPTIONS Hub + Multiple Hub + Hub + Flex Only Only Flex Conventional (De- Industry Type Cost types Cost Head Cost Head Details Weightage Conventional WFH Solutions WFH Solutions Densified Office) Soltuions One time cost of retrofitting Hard, Tangible & Easily Retrofit Cost space to make it viable for 10% 5 5 1 5 5 1 allocable costs post COVID-19 usage Additional One time/Large outlay costs excluding technology costs for making 20% 3 2 1 2 2 4 Hard, Tangible & Easily premises suitable for post allocable costs CAPEX Cost COVID ops Additional operating costs to be incurred on a regular recurring basis for post COVID- operations e.g additional OPEX Cost cleaning, sanitization and 15% 4 2 1 5 1 2 disinfection, personal protective equipment, Hard, Tangible & Easily technology equipment allocable costs lease/opetrations etc Cost outlay for buying or G leasing new or additional Transaction / e space incl lease deposit, 10% 4 2 1 5 4 4 Acquisition Cost Hard, Tangible & Easily brokerage and tenant n allocable costs improvement charges. e Capex costs involved in Technology / Hard, Tangible & Easily additional/new technology for 10% r Redundancy Cost allocable costs post COVID ops a Hard, Tangible & Easily Travel Cost 5% 4 3 3 5 4 1 allocable costs l Soft, Intangible & Difficult Cost of lost producitvity by Productivity Cost 5% 5 4 to allocate and ascertain distributed working Collaboration & Cost of lost collaboration & Soft, Intangible & Difficult Employee Emp Engagment by distributed 10% 4 2 2 1 3 5 to allocate and ascertain Engagement working Risk of talent loss as an Cost of Talent / Risk attributable organisational 5% 5 5 5 4 1 Soft, Intangible & Difficult of Loss cost due to distributed to allocate and ascertain working Contract Loss of client contracts or Soft, Intangible & Difficult /Operational contract penalties due to 10% 3 4 2 3 5 1 to allocate and ascertain Flexibility distributed working Total TOTAL SCORE 100% 3.50 2.40 1.35 3.00 2.65 2.30 RANK 1 4 6 2 3 5 Rated on a scale of 1-5; 1 = Poor, 5 = Excellent Ranked in descending order; 1 = highest scoring, 10 = least scoring
Recommend
More recommend
