CREJ - Building Dialogue - December 2017
Work styles have changed and so has the workforce. No longer does the workplace population comprise just resident employees who are on-site full-time. The continued incline of the contingent workforce is a catalyst for a more fluid, diversely occupied workplace environment. Today, a network of mobile employees, remote workers, part-time employees, contract workers and consultants work collaboratively across disciplines in teams and tasks that shift as frequently as their projects. Replacing traditional space ownership with a community of shared spaces meets the needs of today’s workers, fluid work styles and collaborative group-based work. Whether you are considering a move to hoteling (a reservation-based system), free address (first come, first served) or a combination, unassigned seating can create an adaptable workplace that yields numerous benefits to your organization and its employees. Shared workspaces can help optimize space utilization, potentially reducing real estate expenses. Additionally, the varied spaces within an unassigned environment empower individuals to choose the workspace they want at the time and place they prefer. Adjusting to the new norms of working in a shared space will no doubt take some time. Management can provide direction by giving employees the tools and training needed to thrive in the new setting. Part of the training should include developing and introducing appropriate guidelines to the workforce. Clearly articulating expectations and etiquette will help streamline your organization’s adjustment to its new environment, avoid misunderstandings, minimize downtime and reduce stress levels. This article provides advice on the process for developing workplace protocols for an unassigned workspace setting and presents an example of guidelines for a hypothetical company that addresses some typical hot-button issues. Following is a simple process for developing workplace protocols. Before the Move Enlist support from the top. Top-level leadership and support is vital to a successful shift. Engage leaders early and encourage them to be active and visible through the change process. • Explain the business case and design detail. • Reassure employees that they have access to ample spaces to work, socialize and store their belongings. • Facilitate the transition to an unassigned space. • Consult with Human Resources and Labor Relations to assure compliance. • Verify that the appropriate infrastructure is in place and operational, including the following considerations: o Technology. All elements of technology, including hardware, power and connectivity, must be fluid, operational and reliable. o Scheduling Tools. Simplify the transition from workspaces as much as possible. Select an effective scheduling tool that monitors reservations and space usage. Train employees on reservation policies, protocol and technology. o Housekeeping. Just like shared equipment at the gym, your workplace standards should combine antimicrobial cleaning with a hygiene program. o Personal storage and amenities. Now that workers are transient – workers may need access to items they might have previously stored in their assigned workspace. o Schedule training. Develop and deliver modules on how to use new spaces and technologies. During the Move • Deliver guidelines. Use the release of guidelines as an opportunity to reiterate your message and mission. Additionally, direct managers should reinforce policies in staff meetings and other team interactions. • Celebrate the move with positive experiences. Reinforce a community message to ease apprehension. Host events and document the companywide transition using community boards and similar forums. • Distribute an employee guidebook. In addition to the sample guidelines presented, develop a printed series of handouts such as office plans, technology instructions and codes, and any other needed guides to which employees can refer. • Lead by example. Implementing and maintaining a successful change starts in the C-suite. Encourage all levels of the organization to be a good example and enthusiastically adopt the new setting. After the Move Monitor and adjust. Allow time throughout the process to assess the successes and shortcomings of the change process. Make regular rounds to observe how new policies and protocols are working. Engage in frequent face-to-face conversations to gain direct and unfiltered feedback. Build in means for users to submit comments on how they feel the new space and guidelines are working after about 90 days. Based on insights learned, policies and procedures can be tweaked as needed. A well-designed and -executed plan will streamline the process, reduce anxiety and misunderstandings, and hasten acceptance, assuring a smooth transition and adaption to the new environment. To learn more about this topic or other research resources Knoll can provide, visit www.knoll.com/research