Workplace Strategy  (wûrkpls strt-j) n.  The dynamic alignment of an organization’s
work processes with the work environment to enable peak performance and reduce costs

A well defined workplace strategy allows a more natural and efficient sharing of corporate knowledge.   Increased knowledge sharing leads to increased productivity, improved quality, and accelerated innovation.  Optimal workplace solutions will enhance employee satisfaction, support hiring initiatives, and improve retention. 

In addition to enhancing revenue, there is money to be saved by reducing operating costs.  Look around.  A high percentage of offices and workareas are not being used at any given time.  A typical office area is used at 30% - 50% of its capacity.  Even assigned workspaces are often unoccupied as employees become increasingly mobile.  This inefficiency points to a tremendous potential for cost savings.

What is driving change?

Work processes are becoming more flexible, distributed and collaborative in response to social trends and enabled by technology.  The basis of any workplace strategy is an understanding of current business processes (obtained through interviews, surveys and observation) combined with deep knowledge of industry trends and best practices.  Any proposed change in process or method of work must be carefully evaluated for applicability to a particular organization, function and team.  The effective application of these new methods can create competitive advantage

Flexible work: Specific hours, location, and dress code are rapidly becoming obsolete.  As the contract between employer and employees continues to shift, the trend toward the use of more “free-agents” will continue.   Individuals become responsible for their own marketability which is directly tied to the benefits they deliver to their employers.  There will be multiple generations in the work force as people live longer, healthier lives.  The number of women and minorities will better reflect the population at all levels. The work environment must be responsive to a multi-faceted diversity of requirements.

Distributed work:  Work is coming to the worker.  Employers go where they find qualified labor at the best rates.  Skilled workers are more in control of their location.  Work can follow the sun. For example, at the end of the work day in Los Angeles, a team can pass work electronically to their colleagues in Singapore who then pass it on to the Scottish team for 24 hour productivity.   Off-shoring and near-shoring trends will continue.  Non-traditional workplaces will include home offices, airports, workplace clubs, sattelitte offices, libraries, coffee shops and any other wireless  hot-spot.  Wireless voice and data is making workers increasingly independent of a fixed location, even within a corporate office. 

Collaborative work: Teams form and disband in response to project requirements.  Physical proximity has the benefit of informal contact and serendipitous information sharing.  Distance collaboration requires periodic face-to-face meetings to establish and maintain trust.  The corporate office will have fewer and smaller individual workspaces and a greater portion dedicated to interactive space in an array of functions and sizes. 

A Comprehensive Approach

The work environment consists of the social, physical and technical components.  Because each component impacts the other,  they must be taken into consideration simultaneously along with the financial impacts to create a cohesive plan.

Social (culture, policies, norms and structure):  the design of space and the use of technology can reduce real and perceived barriers to communication, encourage collaboration and create opportunities for casual encounters.

Physical (place and space): space has a tremendous impact on performance – how we think, act and feel.   For example, a background “buzz” of activity can improve concentration.  Without it, any isolated sound can become intrusive. Why do home-based workers flock to the nearest Starbucks?

Technical (tools and infrastructure): workplace technology enables flexibility, remote work and collaboration.  As these tools become more intuitive, ubiquitous and cost-effective, their acceptance and use proliferates.

Financial (revenue and expense):  Workplace optimization enhances profitability is through improved quality, productivity, and innovation.  Costs are reduced through improved retention and more efficient use of space.  For example, it is estimated that each virtual worker without an assigned seat in a corporate facility reduces expense by $6,000 to $7,500 annually.

These components traditionally fall within discreet departments within an organization.  Social components are the domain of human resources, the physical environment comes under the facilities/real estate department and the technical belongs to the IT department.  While these distinctions will most likely remain, it is necessary to blur the organizational boundaries and work cooperatively.

Interdisciplinary groups internal and external to the organization must be engaged in the development, implementation and support of any workplace strategy.  The leadership of senior executives and the commitment of business line managers are critical to success. Equally important is the involvement of employees who will be directly affected.  There must be an up-front assessment of the willingness of those affected to embrace change.  They hold key knowledge of social networks and know how the work is actually accomplished.  Attention to the change management process is critical.  Outsourced service providers, such as architects and facility management firms, are also key players who bring an external perspective as well as professional expertise. Through the active participation of all stakeholders, the resulting solution will be more robust, more readily embraced and, therefore, more successful.

Why should you have a Workplace Strategy?

Workplace strategy is a triple win.  Organizations like it because it enhances their ability to hire and retain key employees, increases productivity and saves money.  Employees find it easier to collaborate and to balance work/life issues. The natural environment is also a winner as commuting requirements are reduced and mobility becomes a key driver of the elusive “paperless office”  -- we don’t want to carry any extra baggage.