Organisation: Measurement: Respondent 1:
Auckland University of Technology (AUT)
Individual staff satisfaction with the redesigned space has not been separately measured. But there are general staff satisfaction surveys. AUT should do such a survey in the future.
Efficiencies are difficult to accurately measure with many of the staff previously being spread out between many
different buildings. With a move toward more modernised collective space the respondent felt there would be savings in factors like electricity.
The amount of space saved will be calculated later on; the respondent only had an approximate feel for it at this stage. Respondent 2:
DDB Worldwide Communications Group Inc
From a cost perspective the fitout was required to be flexible so that desks could be moved around easily. DDB needed provision for space to grow.
When the space fitout was finished it was left purposefully plain so that staff could tailor it later on.
Respondent 3: CLEAR
Communications
Budgeting was considered very important with a strict control of cost throughout the project.
Adjustable micro zoning lighting and air conditioning give individual staff a high degree of control.
Energy costs are about 30-40 percent lower than the previous buildings.
Respondent 4:
The organisation did not look at it from a cost vs. value adding angle. Rather the value-adding component was considered first with the cost considerations coming second. The respondent stated that the value adding aspects are very
hard to measure. Feedback she has received has shown that staff are happy with it. The change at the client end has been highly regarded by staff, who consider their professional image has been enhanced. The respondent noted that previously staff would often go to the client’s premises, which is becoming less common now with many clients preferring to visit the organisations premises. Respondent 5:
Carter Holt Harvey
The cost ratios from the previous five sites were compared to other models. This involved calculating the space usage ratios that varied between 13 square metres, per person to 29 square metres, per person. It was found that there was a direct correlation between the ratio of people per square metre to the operating costs per person – which varied
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between $4,500 to $12,900 per person, per year. This has led to greatly reduced overall costs. Costs of “churn” were also recognised as significantly reduced without having to constantly reconfigure offices.
In terms of the value adding aspects senior managers note a substantial improvement in performance. It is intended that there will be survey and focus group work done to help determine how successful the changes have been and where there is room for improvement.
Later on in the interview, the respondent stated that in order to move toward an open plan type environment, it is easier to win the argument initially on the cost advantages. Later on the communication etc advantages become more apparent.
Respondent 6: The respondent had difficulty in answering this question having been employed elsewhere, and not having specific knowledge of such details. However on an intuitive basis it was felt that the merged company she had come from had reduced the ratio of employees per square metre, while the other merged company had increased the ratio of employees per square metre. This is not to say however that ratios such as these have not been calculated, only that the particular respondent was not familiar with them.
Employee satisfaction surveys show that staff are very satisfied with their work environment.
Respondent 7: The cost aspects were not a priority and were not measured. The respondent did note however that cabling and office reconfiguration costs are substantially down.
The respondent stated that success has been measured by the fact that 30 more workspaces have been added, without having to add any extra floor area.
The respondent noted that in this companies team
environment, people tend to disclose when they are unhappy about any particular aspects. This has only involved minor factors such as sun strike, with blinds being purchased to negate this.
Respondent 8: North Shore City Council
The value-adding aspects are not targeted. Rather a
“comfortable and efficient workspace” is provided, to cater for growing departments.
The respondent is always conscious of minimising rental costs. Often ratios such as employees per square metre are calculated, but not always.
Comment:
All respondents were aware of the benefits like reduced space and operating costs. Other factors like air conditioning, natural lighting and a high quality fitout were used to enhance staff performance. While those interviewed noticed improved performance, they noted it is difficult to measure. Staff surveying and general feedback appear to be the most popular measuring tools. In general, both cost saving and adding value
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Figure 2:8
Sub Question 16A: Can you please position the emphasis of your organisations redesign on the following diagram:
8 Original idea from Duffy, Laing and Crisp, (1993), p.13.
M I N I M I S I N G C O S T