9 February 2012 GRABBING HEARTS + MINDS GRABBING HEARTS MINDS Co-presented by: Alison Terry, HASSELL Wendy Geitz: DEGW
Business Case for Change: The Evidence is Mounting Source: The Impact of Office Design on Business Performance , British Council of Offices, 2006 _Changing work practices delivers an 8-fold gain compared to investing in smart building design or green IT initiatives!! Source: Mandate for Change by John Blackwell and Associates in Workplace Effectiveness News, July 2010 _Pro-active, problem-avoidance workplace ergonomics strategy can deliver a 1% increase in productivity and displace the ‘additional cost’ of green building Source: Green Ergonomics, Prof Alan Hedge Cornell University 2008
The New Priorities for Workplace Relocation and Design Optimising Business Performance and Productivity Key Factors Encouraging Key Attributes Relocation and Redesign g Improve Business Performance Maximise staff health and wellbeing: _Provide good environmental performance _Provide natural light to most of the floor plate Provide natural light to most of the floor plate Promote knowledge transfer: _Provide significant informal, communal space for staff _Provide areas for privacy Provide for flexible work styles: _Easily transformed to support changing needs _Flexible lease terms Source: extract from Colliers International Tenancy Survey 2010
New Workplace Models: Agility- based Office –centric model: Looks the same...but acts differently! Non-territorial working g Networked office model: Includes... HOTDESKING Distributed working Hotelling Hotelling has many names... h Quiet rooms Ac Activity-based w tivity-based working rking Communal/Team spaces Smart working Smart working ...The beginnings of f Agile working Ac Activity-based w tivity-based working y rking g Free range working _hybrid environment hybrid environment _trust-based management Flexible working _performance-based working Teleworking _shared amenity and spaces shared amenity and spaces Home working ...including third spaces
Next Workplace Model: Self-organising, Cross-fertilising Spaces Last Decade: Next Decade: _Connection _Community/Authenticity/Meaning _Transparency _Creativity and value creation _Collaboration _ Virtual teams and environs _Flexibility _Self ‐ organising systems _Workstyles Workstyles _Attraction and retention Attraction and retention _More with less _Measuring productivity Macquarie Bank 1 Sh ll St 1 Shelly St ANZ Centre Watch this space 833 Collins NAB Melbourne Docklands
Newer Workplace Model: Self-organising, Cross-fertilising Spaces Workplace: Co-Working: Learning:
New Management Model: Collaborative From business silos... To joined-up thinking... IT ______HR______CRE______LEGAL______CFO______CEO CEO CFO IT HR HR CRE CRE LEGAL
Effecting New Workplace + Management Models: Key Attributes for Improving Business CEO: leadership Performance + Productivity: M Maximise staff health and wellbeing: i i t ff h lth d llb i Team Approach: T A h _Provide good environmental performance CRE : monitor and measure _Provide natural light to most of the floor plate HR : WHS + Workplace Relations requirements Promote knowledge transfer: CRE : space use _Promote team development & collaboration IT : knowledge transfer _Provide significant informal, communal space Management + HR : workplace protocols _Provide areas for privacy Provide for flexible work styles: IT : agility _Easily transformed to support changing needs Legal: lease, workplace relations re agility _ Flexible lease terms e b e ease e s Source: Colliers International Tenancy Survey 2010
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