GRABBING HEARTS + MINDS GRABBING HEARTS MINDS Co-presented by: - - PowerPoint PPT Presentation

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 Relocation and Redesign Key Attributes 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:

Non-territorial working

Looks the same...but acts differently!

g Includes... HOTDESKING Hotelling

Networked office model:

Distributed working h Hotelling Quiet rooms Communal/Team spaces f has many names... Ac Activity-based w tivity-based working rking

Smart working

y g ...The beginnings of Ac Activity-based w tivity-based working rking

Smart working Agile working Free range working hybrid environment Flexible working Teleworking _hybrid environment _trust-based management _performance-based working shared amenity and spaces

Home working

_shared amenity and spaces ...including third spaces

Next Workplace Model: Self-organising, Cross-fertilising Spaces

Last Decade: Next Decade:

_Connection _Transparency _Community/Authenticity/Meaning _Creativity and value creation _Collaboration _Flexibility Workstyles _ Virtual teams and environs _Self‐organising systems Attraction and retention _Workstyles _More with less _Attraction and retention _Measuring productivity Macquarie Bank 1 Sh ll St 1 Shelly St ANZ Centre 833 Collins NAB Watch this space 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 CRE HR CRE LEGAL

Effecting New Workplace + Management Models:

Key Attributes for Improving Business Performance + Productivity: CEO: leadership

M i i t ff h lth d llb i T A h Maximise staff health and wellbeing:

_Provide good environmental performance _Provide natural light to most of the floor plate

Team Approach:

CRE : monitor and measure HR : WHS + Workplace Relations requirements

Promote knowledge transfer:

_Promote team development & collaboration CRE : space use _Provide significant informal, communal space _Provide areas for privacy IT : knowledge transfer Management + HR : workplace protocols

Provide for flexible work styles:

_Easily transformed to support changing needs Flexible lease terms IT : agility Legal: lease, workplace relations re agility _ e b e ease e s

Source: Colliers International Tenancy Survey 2010