OIQ_091521

September 2021 — Office & Industrial Quarterly — Page 13 www.crej.com OFFICE — WORKPLACE TRENDS E ven pre-pandemic, workspace design had evolved signifi- cantly in the last decade or so to accommodate for flexibility, commuting and social interac- tions. We evolved from the strictness of closed offices, hierarchies and enclosed cubicles to open layouts, disappearing desks, meeting spaces to promote collaboration, the concept of “office culture” and rooms within places of work to promote creative thinking. COVID-19 has turned our working worlds upside down, and we are at a point in history where our needs and expectations have changed funda- mentally. Designers and corporations are faced with the opportunity to rei- magine what offices will look like in the future. With these demands, our task is to create a successful and safe work environment that encourages joint problem-solving, as well as gen- erating revenue and collaboration so we, as human beings, can continue doing what we do best: Move the world forward. There are several ways that com- panies can approach the workplace in the future, but it will rely on the nature of each business and its lead- ership. According to an article on steelcase. com, “While some headlines sug- gest the office will go away as people embrace working from home almost exclusively, the research identi- fies a more nuanced, hybrid future. Most people expect to work in the office most of the time, but they also expect greater flexibility from their organizations going forward.” What does this mean for the look and feel of work- spaces in general? While I believe the office is the core of a business and a portrait of its brand and culture, the workplace most likely will become something that is optional, providing rotating employee schedules for safety and health con- siderations, with a large focus on well-being. Some key design consider- ations might be: n Space planning. The layout of an office will be dictated by hybrid col- laboration and why someone needs to go to an office in the first place.We might see a decrease in the number of enclosed offices and more collabora- tion spaces such as small-scale meet- ing and training rooms, a larger con- nection to outdoor spaces and access to fresh air and natural light. The use of technology will continue to be relevant in preparation for any future crisis in order to provide ample options for teleconferences and ease of working from home, for example. The work-from-home culture has brought more demands on how the space should feel: comfortable, relaxed and flexible.We might see fewer workstations and more work lounges, areas designated for short conference and video calls and a soft- er flow that allows employees to expe- rience different scenarios throughout the day, both to avoid burnout and to promote creative thinking. n Materials and finishes. As opposed to a single-person office, flexible and communal spaces require a lot more thought in the materials used. These materials need to endure more wear and tear, last longer and withstand heavy cleaning and sanitization without the concern of destroying them. The use of washable surfaces for flooring or wall materials and the use of per- formance fabrics on furniture will be key – all while keeping in mind sustainability and focusing on the use of recycled content. Most impor- tantly, materials that support the company’s branding will be instru- mental in distinguishing the space to ensure that employees recognize it as one where they belong. n Health and safety considerations. We all know about hand-sanitizing stations and rigorous cleaning schedules. Companies most likely will push this to the next level with several tools that provide peace of mind (and concise data) to anyone entering the workspace. n Access to wellness tools. Compa- nies have long made efforts to keep their employees happy by offering spaces to work out, worship, tend to children, etc. While we are unsure what the future holds for these spaces for several reasons (safety and health concerns, the real estate they occupy), it is now more impor- tant than ever to promote a culture of well-being and physical activ- ity. Physical and mental health are essential to do and enjoy our work – and teams will feel good knowing that this is an option in their work- space. n Revenue and flexibility. The market for commercial spaces saw a significant decline in demand. Property owners might need to con- sider offering more flexibility and possibly shorter or flexible leasing agreements (e.g., several companies renting the space at once). In terms of design, this will require the use of transitional spaces such as buffers and physical connections between indoor-outdoor, as well as modular spaces and moving walls with prop- er acoustics to maintain flexibility in leasing. As much as this sounds like a logistic challenge, we’ve proved – especially these past 18 months – that we can adapt quickly to main- tain our production. Regardless of our current condi- tions and what the future holds for workplace design, I believe no conference tool replaces the human interactions and synergies that take place in an office space. The ideas that emerge from a simple chat in passing, sharing our challenges and wins, quick “check-ins” with col- leagues to move a project forward, and the healthy balance of work and socialization are some of the ele- ments that truly make a company and its individuals grow and move forward. Companies will thrive if they reinvent and design a better work experience that supports the team’s needs. s ceciliah@dsinteriorsolutions.com Top post-pandemic workspace design changes Cecilia Hanover Interior architect, Design Studio Interior Solutions