TITELSEITE gemäß Kundenprojekt Info. Hot or Not: Hot-Desking in a Flexible Workplace Solution

Transcription

1 TITELSEITE gemäß Kundenprojekt Info Hot or Not: Hot-Desking in a Flexible Workplace Solution

2 Industry Leaders in Workplace Solutions For over three decades, we have been Forecasting the future of work Integrating research, strategy, and design to create innovative workplace solutions Delivering measurable business benefits to clients People Performance Place

3 Need for a Workplace Strategy 1. Aggressive Cost Reduction Less real estate Impact of mergers/acquisitions; focus on shareholder value, etc. 2. Business Process Efficiency Faster decision making Faster decision-making, speed to market, increased customer focus, relationship management, innovation and differentiation 3. Business Agility Flexibility Unpredictable business cycles and fluctuating headcount; constant restructuring 4. Attraction & Retention Culture/Values Getting and keeping the right talent

4 Three Agendas in a Workplace Strategy CRE Property strategy Demand for space Use of white space Cost of property Types of business process Reduce Churn Remote working Business continuity Supporting mobile working Workplace Strategy Enabling mobile working Mobility and telephony Remote access & data security Helpdesk Collaboration tools Desktop environment Laptops and security IT Strategy IT Business Strategy HR People Strategy HR policies, terms & conditions Management attitudes Performance evaluation Training of managers & staff Culture change Transition management Change management Staff satisfaction, attraction & retention People Strategy CRE, HR & IT are an integral part of a Business Strategy & inform the People Strategy Any one of these three agendas may be a driver of an alternative workplace strategy. But a successful implementation must address all three.

5 Flexible Workplace is a Shared Model CRE Hot Desking Desk Sharing Touchdown Team Space Collaborative Zones Distributed Workplace Activity-based Work Client Meeting Areas Satellite Hubs Flexible Workplace Distributed Workplace Remote Working Third Offices Teleworking E-Working Home Working Virtual Office Cloud Computing IT HR Non-standard Hours Working from Home Flexi-time Part-time Job Share Annualized Hours Compressed Hours Reduced Hours Consultant/ Vendor Flexible Working is a common concept shared by all three divisions. But adopting a flexible working model is far greater than just assuming hot-desking as a solution.

6 Supporting a Variety of Work Styles AT WORKPOINT 65~70% Computer (50~70%) Reading/writing (10-35%) chats (5~20%) Phone (5-10%) Formal Scheduled Meetings AWAY FROM WORKPOINT 15~20% Working in a Project Team Informal Ad-Hoc Interactions plus REMOTE 15% External Meeting (<6 hrs/wk) In Transit (<2hrs/wl)

7 Offering a Variety of Worksettings A richer worksetting variety empowers staff to use a diverse range of spaces and choose the setting that is best suited to the task at hand. Informal Interactions Coffee + chats Concentrative / Phone Calls Formal Meetings Team meetings Ad Hoc Meets

8 Flexible Workplace Key Features Key Features: Improved efficiency with more ad-hoc meetings Variety and choice for both individual and group activities Improved flexibility through advancements in mobile technology High group or team ownership and autonomy But: Low individual ownership Requires more effort to adapt new behaviours Requires management by performance rather than attendance Must be specified correctly to meet business demand DEGW 2011 Commercial in Confidence

9 Flexible Workplace Cost-Benefit Analysis CBA Tangible Capital Expenditure Lifecycle Operating Costs Utilities Rent FM MAC (moves, adds & changes) Reduced Cost Quasi-tangible Satisfaction Competitive Advantage Intangible Productivity (1%, 2%, 3%...) Attraction/ Retention Increase Concentration Reduced Innovation Less time loss to distractions Collaboration Increased Revenue

10 Flexible Working and the Market Sectors 17-20sqm/p 15-17sqm/p 12-15sqm/p Financial Services Citigroup, Deutsche Bank, HSBC, ANZ Pharma and Industry GSK, Pfizer, Unilever, Novartis 10-12sqm/p Government DCSF, GSA, BBC Technology Microsoft,Nokia, Cisco Consulting Accenture, IBM, 8-10sqm/p E+Y CELLULAR OPEN PLAN ACTIVITY BASED OPEN PLAN BREAKING THE LINK WITH THE DESK Flexible Working NON- TERRITORIAL

11 DEGW Asia 300 Beach Road #03-00 The Concourse Singapore Rachel A. Reese Senior Consultant