Transition Group Workshop: Optimising the Workplace

28 January 2016

Advanced Workplace Associates www.advanced-workplace.com

Agenda

10:45 Arrival and coffee

11:00 Welcome and Introductions All

11:15 The challenge of achieving an optimised workplace

Karen Plum

12:45 LUNCH

13:15 Introducing the PIN CUBE David Sterry & Karen Plum

14:15 Case Study: Willis Towers Watson – Modelling the Advanced Workplace

Will Monaghan & Andrea Clarke, Real Estate & Workplace Solutions, Willis Towers Watson

15:15 Members questions All

Updates, feedback and what’s next at the PIN Karen

15:30 Close

2016 Programme

Month Topic Host

28 January

Optimising the workplace - lessons and techniques for using the workplace to drive up organisational performance whilst achieving real estate asset efficiency

Willis Towers Watson

16 March

Emerging technologies for proactive workplace management - a range of technologies to help manage usage and capacity, as well as giving people choices at work

London & Partners

12 May

Using research to underpin workplace delivery & improve performance - using recent research to reveal what really makes a difference in the workplace

PWC

14 July

Changing minds - making a shift in behaviour at work A flexible workplace supports flexible needs and people. Here are the tools and approaches to help shift behaviour

Kinnarps

22 September

Interpreting “organisational personality” in workplace design What’s the “personality” of your business? Exploring ways to understand personality and translate into the workplace experience

T Rowe Price

24 November

Evolving the workplace management organisation - what does the it look like? What steps can you take to move towards that model….embracing RE, FM, IT, and HR…..?

TBA

Agile Change Framework

Prizes for each Business

Vision and Scope

Promotion and Engagement

BA

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Evid

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ce

Skill

s

Inclu

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Inte

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sse

s

Inte

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Te

am

Bu

sin

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po

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& M

an

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Kit of Parts

Tools Solutions

Sp

ace

IT

Te

leco

ms

FM

MI

Com

ms

Pro

toco

ls

Workplace optimisation – what are the challenges?

Group discussion – Optimum People Ltd

You are in charge of managing Optimum People’s

Manchester office

The office is larger than OP needed (but you got a really

good deal!), so you mothballed 1 floor when you moved

in 5 yrs ago – expecting to fit out the floor once the

expected headcount growth occurred

The business is now under significant cost pressure

The new Head of RE (keen to make her mark) has

persuaded the Board to take a tenant to generate much

needed revenue

The tenant wants to be in within 12 weeks and wants 2

floors (at the moment OP fully occupy 6 of the building’s

7 floors)

The Head of RE has agreed to this because she has

experience of other organisations that share space and

she thinks that will work at OP

You have limited time and

resources - what do you do?

What are the impacts of

what you’ve recommended?

Consequences of “sweating the assets”

Following the actions discussed….two main

things have happened…

• Asset utilisation has improved

• People aren’t happy and there is a lot of

feedback indicating their dissatisfaction!

So what do we do now?

Benchmarking in three dimensions

The PIN

Cube

The Starting Point

The primary goal of the modern workplace is to provide the conditions for people to deliver their best performance every

day in the most economical fashion

+ £ ROI =

ASS

ET E

FFIC

IEN

CY

POOR

POORUTILISATIONPOORPRODUCTIVITY

LOOSEFIT

POORUTILISATIONHIGHPRODUCTIVITY

CROWDING

GOODUTILISATIONPOORPRODUCTIVITY

ADVANCED

GOODUTILISATIONHIGHPRODUCTIVITY

WORKPLACE EFFECTIVENESS

Workplace performance :- Optimising the use of assets and providing an effective workplace for the users everyday

The Starting Point

The Starting Point

Our job as workplace professionals is to achieve a balanced performance in a way that meets our organisational priorities

It’s more than just workplace space efficiency

The Cube is a good economical place to explore workplace complexities and performance

To do that we need to articulate where we are now and the pathway to where we could be over time

Need to unearth the evidence to develop the arguments and build the support for a workplace programme

The Cube

To help you understand how well your workplaces perform we’ve developed a measurement framework that pinpoints

performance against 3 critical dimensions:

Workplace Planning Efficiency Workplace Utilisation

Workplace Effectiveness….

The PIN CUBE

The agile work spectrum

9-5

COMING TO

WORK EVERY DAY

ANYTIME

ANYPLACE

ANYWHERE

IN OFFICE THE HUB

STATIC MOBILE IN

OFFICE

STATIC &

HOME

MOBILE IN

OFFICE & HOME STATIC &

FIELD

MOBILE IN

OFFICE & FIELD

HOME

WORKER

FIELD

WORKER

As organisations embrace agility, so the focus of planning shifts from the workstation to a whole variety of settings

The agile work spectrum

COLLABORATION SPACE

INDIVIDUAL SPACE

0 50 100%

IN OFFICE THE HUB

The workstation volume will decrease (depending on organisation and sector) however the overall number of seats will increase, as will the headcount supported

Traditional Measures are no longer good enough

What’s out there at the moment?

Utilisation

Planning Efficiency

Effectiveness OPD FP SCORE, LEASMAN INDEX, AWA WEA

OPD, BCO GUIDE AND OTHERS

NO INDEX, PLENTY OF REPORTS AND GUIDES

……It’s mainly about the space and none of it is joined up

The idea

PLANNING EFFICIENCY = TOTAL SPACE NUA / NO OF SEATS I.E. 4.5 SQM / SEAT

PLA

NN

ING

EFF

ICIE

NC

Y

The Idea P

LAN

NIN

G E

FFIC

IEN

CY

UTILISATION

UTILISATION = OVERALL UTILISATION DURING PEAK HOURS FOR ALL SEATS I.E. 40% IN USE ON AVG

The idea P

LAN

NIN

G E

FFIC

IEN

CY

UTILISATION

EFFECTIVENESS = HOW WELL WORKPLACE FEATURES ENABLE PEOPLE TO DO THEIR BEST WORK EVERY DAY I.E. 65% POSITIVE RESPONSES FROM USER SURVEY

PLA

NN

ING

EFF

ICIE

NC

Y

UTILISATION

The idea

The idea

The idea

The Cube 1 A relatively easy way to find out how you are doing

2 Draws on our research. Its robust and new

3 Provides a meaningful comparison from which to target performance

4 Has some diagnostic features to help understanding

5 Benchmarking is still relevant……however there has been nothing new out there that addresses workplace complexity and productivity

10 tips on workplace performance optimisation

1. Articulate a vision that others can buy into –

i.e. “To enable people to have their best day

at work every day in the most economical

fashion”

2. Raise awareness of the vision – project this

upwards through the hierarchy

3. Engage the organisation about the vision –

shifting perceptions

4. Bring IT and HR on board and work together

to deliver the vision

5. Have someone responsible for workplace

performance optimisation

6. Profile each organisational unit – understand

what they do, their needs, their tensions and

pressures

7. Measure the following, to look at things

holistically:

• Utilisation of space through time

• Space planning efficiency

• Perceptions of workplace efficiency

8. Develop a programme for optimising the

utilisation, space and workplace

performance

9. Set 3 dimensional KPIs and 3 dimensional

targets - align objectives to achieving targets

10. Keep it going – regular set of measures on

an annualised basis, and following any major

change

Advanced Workplace Associates www.advanced-workplace.com

Case Study

Will Monaghan

& Andrea Clarke

Real Estate &

Workplace Solutions

Next time at the PIN....

• An optimised workplace needs

to be proactively managed

• We explain and demonstrate a

range of exciting technologies

which help manage usage and

capacity, as well as giving people

choices at work

• See the technologies in action at

London & Partners

• Big data in the workplace!

Date: 16 March 2016

Venue – London & Partners

Emerging technologies for managing the workplace

CASE STUDY: UBS – Using emerging technologies for managing the workplace