Workplace Strategy Update and
the Changing Nature of Work
Diane Coles, MCR
Principal
Workplace Management Solutions
Pat Turnbull, IFMA Fellow, LEED AP, MA
President & COO
•
Where We Were in 2012
•
2014: Changing the Conversation
from Cost to Value
•
CBRE Case Study
•
Future View & Challenges
Competition
Culture
Conservation
Community
2012 – Research uncovered 5 Key Business Drivers
2014:
The Changing Conversation
A few years ago,
‘space’ was considered
a business cost without
direct impact on
business strategy and
goals.
Today, space is seen as
a strategic tool to drive
performance and
business results.
‘Show me the money’!
BOSTI
Average Cost of
Building
Operation
82%
People3%
Operations & Maintenance10%
Technology5%
Facilities1
/
2
%
Design2014: Changing the Workplace Conversation
1. Attract & Retain Talent
2. Employee Engagement
3. Enterprise Alignment
4. Workplace Planning
5. Enabling & Measuring
Performance
6. Health & Wellness
Trend 1:
The War for Talent
Finding & keeping good people
-recognize them early and often, explicitly
linking their individual goals to corporate
ones, and letting them help solve the
company’s biggest problems.
The War for Talent:
Mobility
Robert Half Survey
1400 CFO’s
• 46% said tele-commuting is
second only to salary as the
best way to attract top talent
• 33% said tele-commuting was
the top draw
“To win in the marketplace you must first
win in the workplace.”
War for Talent:
Multi-Gen Workforce
Towers Watson, 2010 study: ‘Strategies for Growth’, surveyed more than 700 Global companies to identify the 4 top C-suite workforce areas of concern as:
1.
Loss of talent in key skills areas2. Lack of succession planning/management 3. Inability to attract & retain talent
4. Low levels of employee engagement
The War for Talent:
‘Experience’ Economy
Motorola Mobility - Google
‘Products and goods that evoke
emotion through experiences are
perceived to have greater value’.
Trend 2:
Employee Engagement
Engaged Employees are
committed to the
organization's
goals & values, are
motivated to contribute to
organizational success,
and are able to enhance
their own sense of
well-being.
Employee Engagement:
‘Discretionary’ Effort = Productivity Booster
•
Employees care
about their work and
their company.
• They don't work just
for a paycheck and
the next promotion.
• They work on behalf
of the organization's
goals and they use
‘discretionary effort’.
s
Employee Engagement:
Drives Better Business Outcomes
• Companies with
engaged workers
have 6% higher net
profit margins
(Towers Perrin).
• Companies with
engaged workers
have five times (5X)
higher shareholder
returns over five
years (Kenexa).
Employee Engagement:
Building Brand with a Higher Purpose
In order to attract and retain the best, most committed talent, employers had better
demonstrate how they use business as a force for good, not just talk about it.
CEO’s are beginning to understand that the next
generation of workers is demanding more than a
paycheck—they want a purpose.
Trend 3: Enterprise Alignment
The ‘Super Nucleus’
The integration of people, place and
technology, as the hub of a new
business model, requires operational
enablement.
Workplace
Strategy
FM
Technology
Strategy
IT
CRE
& FM
Other
FINANCE
IT
HR
Enabled
Employee =
Productive
Workforce
Corenet, The Leader
“A Roadmap for Quick Expansion into New Territories”
Workplace Strategy FM Technology Strategy IT Marketing Sales Workforce Planning HR Operations Business Strategy“The AWESOME project has fundamentally changed the way that
Challenge 4:
Workforce Planning
Enterprise Alignment:
Space & Technology to enable a Distributed,
and Mobile Workforce
Trend 4: Workforce Planning:
Envisioning the Future
Parsons (2010):
‘Workforce planning is about
determining the requirements of
the future workforce and the
resources needed to ensure that
considerations are aligned with the
strategic plan.’
Workforce Planning:
The Art of the Long View
‘Most senior executive
spend…about 2.4%
of management time
building a corporate view
of the future’.
Hamel & Prahalad,
Workforce Planning:
Workforce Intelligence
Attraction & Retention
Workforce planning data
Turnover rate
Employee satisfaction
Revision/return rate
Remote worker request rate
Reason for not accepting job offer
Rideshare data
Employee Engagement
Employee engagement surveys
Focus groups
Workforce Planning:
Workforce Intelligence
Space Utilization Studies
Observational
Surveys
Self reported
Focus groups
Other Sources
Meeting room data
Security system data
Food service data
IT log in data
Workforce Planning:
Workforce Intelligence
The Internet of Everything
(impact on workplace analytics and the digital workplace)
Sources for remote worker data
information
•
VPN login information
•
Telecommunications system
•
Smartphone use
•
Sensors / GIS / RFIDs
•
Wireless / VOIP
IT Strategic Plan
•
Upcoming infrastructure plans
•
System enhancements
Trend 5: Enabling & Measuring Performance
CBRE | Delos Living 10
Enabling & Measuring Performance
To be
or not
to be...
Enabling & Measuring Performance:
HEALTHCARE COSTS
More than 40% of owners
report 1%-5% cost
reduction
OCCUPANT
PRODUCTIVITY
More than 25% of owners
report 3% or more
improvement
EMPLOYEE
SATISFACTION &
ENGAGEMENT
66% of owners
ABSENTEEISM
30% of owners
report cost
Trend 6: Health & Wellness
Benefits reported by Building Owners on the Impact of
Design + Construction Decisions on Occupant Health.
Support Relaxation and
Increase Mental Acuity Improve Digestive Health
Decrease Stress Enhance Thermal Comfort
Joint Relief and Posture Support
Maximize Overall Health Increase Energy through circadian lighting
Reduce Eye Strain Improve Cardiac and Respiratory Health Strengthen Immune System Health Hydrate
Health & Wellness:
Health & Wellness:
Sit-to-Stand and treadmill desks
CASE STUDY: CBRE WORKPLACE VISION
‘Create a workplace that
improves
the
quality of life
for our employees and
drives our
business
1
2
3
4
5
UNDERUTILIZED SPACE
NO ROOM FOR GROWTH
DATED TECHNOLOGY
NEEDED COLLABORATION
OPPORTUNITY TO LEAD
EFFECTIVENESS
LEADERSHIP
EXCITEMENT
• Collaboration
• Technology
• Productivity
• Lead by example
• Bold change
• High-risk, high-reward
• Create “wow factor”
• Disrupt the industry thinking
• Liberate our professionals
CBRE WORKPLACE VISION:
(enterprise alignment)
CBRE Variety – 16 SPACES TO WORK
1. CLIENT CONFERENCE ROOM 2. TEAM HUDDLE ROOM
3. OPEN TEAM AREAS 4. OFADS 5. NEIGHBORHOOD TOUCHDOWN SPACE 6. FOCUS ROOM 7. WORKSTATIONS 8. TEAM TABLE
9. BANQUETTE & CAFE TABLE IN THE HEART
10. BAR SEATING IN THE HEART 11. GARDEN AREA
12. OPEN MEDIA:SCAPE SPACE 13. LOUNGE SEATING IN THE
HEART 14. PHONE BOOTHS 15. RISE CAFE 16. TREADMILL WORKSTATION
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
AIR
Enhanced Air Filtration
WATER
Filtered Water Hydration Stations
NOURISHMENT
Nutrition Tips Nutritional Snacks
LIGHT
Circadian Lighting System™
FITNESS
Inviting Stairs
Lumbar Supporting Floor Core Treadmill Desks
Stretch Area
Kybun standing pad
COMFORT
Acoustic Damping Walls
(throughout)
Ergonomic Workstations
(throughout)
Photo catalytic Surfacing EMF Shielding
MIND
