Change in office planning principles is nothing new. The office has been evolving and devolving for decades. What has become markedly different in the past five years in office space planning is the speed of change and the impact of technology on the workplace.
Change in office planning principles is nothing new. The office has been evolving and devolving for decades. What has become markedly different in the past five years in office space planning is the speed of change and the impact of technology on the workplace. However, running right below the surface of these dynamics is an elusive, difficult-to-define and even-more-difficult-to-execute workplace change management endeavor.
In recent years, many organizations have seen workers reject uninspiring workspaces that are built on a foundation of standardized efficiency. In many industries there have been full-scale departures from conventional workplace norms such as cubicles and private offices. Changes in work patterns and access to mobile technology have had a significant impact on how, when and where people work. Nonetheless, changes in the organizational ecosystem of the office such as leadership hierarchy and style, employee engagement and recognition of the impact of the work environment on employee’s emotional, cognitive, social and physical well-being have emerged as key drivers in rethinking office space.
As compelling as these key drivers are, I feel strongly that they are not the foundational premise on which organizations are addressing their physical workspaces. I have heard many argue that millennials are the primary source of rethinking of the workplace. Catering to their desires to work more fluidly and have access to a variety of workplace settings has increased. Millennials' entrance into the workforce has an impact, but I don’t believe this new generational class of worker is driving the office renaissance. This “thing” is much deeper and more profound.
It was not long ago when smart- phones, tablets and Wi-Fi became ever-present, that many critics and forward thinkers predicted the end of the office. But I am confident that the office is not going anywhere. Work at its very core is a social exercise, a social exercise whose successes can be arguably measured by the level of engagement of the various employees, from executives to rank-and-file staff.
Modern work is a chaotic balance between working with others and working alone. I have witnessed this balancing act play out as workers are driven to seek out, demand or otherwise create their own ideal workplaces. Employee engagement or disengagement has a huge impact on the relative productivity and effectiveness of both small and large organizations. Employees who are engaged have a strong sense of connectedness to the organization and the people they work with. Recent research has brought to light a very compelling element that is changing the workspace and may well be exposing employees' drive to alter the very concept of work.
One of the leading research firms in the world that focuses on workplace issues and its dynamics is Steelcase. Steelcase is the largest commercial furniture manufacturer in the world and is a global organization. Over the past few years, Steelcase has invested greatly in primary research that seeks to answer many theories and questions regarding this elusive “thing,” employee engagement. For the past two years, Steelcase has conducted a global employee engagement study in 17 countries with more than 12,000 participants. In short, what this study exposed is the worldwide dilemma of low levels of employee engagement. In fact, the aggregated data showed that a mere 13 percent of all employees are highly engaged. This study is something that company leaders and managers need to review. I speculate that in the coming decade, Utah will experience extreme competition to acquire, engage and retain talent. Managing that talent to yield positive business results will become increasingly more difficult. So how then does that impact the workplace in terms of functional design, aesthetics and amenities?
As numerous organizations have quickly moved toward more open plan work environments, employees have been forced to develop coping skills. They improvise solutions or create hiding strategies to get their work done. The problem is not that the open plan concept is inherently bad or ineffective. I see these types of activities in many work environments, from medical facilities to technology companies and financial organizations. The issue at one level appears to be critical emotional and cognitive employee needs have been overlooked or possibly ignored.
For example, what options have been given to employees who are naturally introverts to address their need for focused concentration and clear physical and social boundaries? Likewise, how does the work environment aid in building trust throughout the organization? What these themes and issues point toward is a coming enlightenment in space planning and design. I believe we are on the front row of what will be an amazing leap forward in the workingsphere.
My term “workingsphere” is a made-up word to describe what I believe is coming. Companies and their leaders will continue to grapple with hiring and retaining employees. But more importantly, employee engagement will become very critical to address from a management, workplace design and cultural point of view. The workplace is already being impacted by organizations on the leading edge of understanding employee engagement.
The office that is being shaped by employee engagement strategies is one that not only allows but encourages worker mobility, provides degrees of separation for focused solo work and, personal privacy and includes spaces that support organizational privacy. And maybe, most radically, breaks down or flattens organizational hierarchy.
Richard Straub, the CEO of the European Drucker Forum and a veteran of over two decades in leadership at IBM, notes, “If an organization is very hierarchical and very bureaucratic, that kills community.” Now, that isn’t the most earth-shattering diagnosis of organizational dynamics, but it presents a key attribute that company must plan for in their coming management structures and physical facilities. Spaces will evolve with a broader range of spaces — spaces that build community, stress social interaction, and allow visibility and access to managers as well as company executives. There will be greater focus on employee emotional well-being through space planning and aesthetics.
We have already begun to see an introduction of residential-feeling spaces in commercial spaces. I strongly believe that this “resimercial” (residential meets commercial) movement helps lower employee anxiety and builds a more egalitarian culture. Freedom to work in a variety of settings coupled with close proximity to key company leaders is a crucial component in building trust. Leadership working among the broader team is a kind of secret ingredient that will aid in heightened employee engagement.
The office renaissance that I believe is coming will not have a rote formula. I believe that studies like the Steelcase Global Engagement Report (the report is available at www.steelcase\engagement) will continue to shape our understanding of complex workplace issues.
In this sea of workspace planning uncertainty, I do find that there are emerging constants. The workforce is becoming increasingly diverse. Not only are millennials solidly in the workforce now, but boomers are working longer than previous generations. The workforce is becoming more culturally and ethnically diverse and there appears to be a real engagement gap that has slowly but steadily grown worldwide. Business leaders will be wise to invest time and energy in tackling the illusive issue of employee engagement. I believe it will become the most significant challenge that executives face in the coming decade.
Sean Wright is vice president and dealer principal at Midwest Commercial Interiors in Salt Lake City. He has 20 years of experience in the development, design and construction industry.
