How Britain Works: Key Trends in a Workplace Environment
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Transcript of How Britain Works: Key Trends in a Workplace Environment
How Britain Works:Key Trends in a Workplace Environment
2
Contents
Research Introduction .............................................................................................................................. 3
Research Methodology............................................................................................................................. 4
Video Foreword ........................................................................................................................................ 5
Written Foreword ...................................................................................................................................... 6
Executive Summary .................................................................................................................................. 7
Social Trends .......................................................................................................................................... 11
People Trends ......................................................................................................................................... 51
Space Trends ......................................................................................................................................... 73
Acknowledgements ................................................................................................................................ 95
Sources .................................................................................................................................................. 96
3
Research IntroductionHow Britain Works: Key Trends in a Workplace Environment has been independently commissioned by Sodexo to understand
the continuously evolving and adapting workplace environment in Great Britain today. The role, size and location aspects of
the traditional office have all exponentially changed over the last decade. There have been awe inspiring and rapid advances
in technology which have irrevocably changed (and continue to change at a pace) the way teams and individuals work. The
characteristics of those that constitute the’ office workforce’ have also evolved- it is now older and more diverse than ever before.
As the workforce has changed so has the workplace itself. It has had to work smarter in order to improve the operational
efficiency, productivity and profitability demands of competitive businesses. Workspace design has become increasingly
crucial for those businesses who want to maximise talent attraction, improve existing employee engagement and increase
both employee satisfaction and their retention of great employees. It is evident that the needs of employees at work differ
enormously and organisations are having to adapt their workplace environment and policies to meet these needs - one size
no longer fits all.
How Britain Works: Key Trends in a Workplace Environment highlights the importance of building mutually beneficial
partnerships between employees who want the very best in their workplace and their employers who want to deliver this.
This report talks through the broad trends in the market place today but as ever it’s the detail that really matters. Optimising
the workplace environment for the benefit of those that work there (full-time or part-time) is about listening, understanding
and delivering success in every area. Working with experienced, knowledgeable and professional partners that do just that
can make the critical difference between having a workplace that is sought by employees or rejected by them.
4
Research MethodologySodexo used an integrated approach across both qualitative and quantitative methods in order to
understand and highlight the trends that are affecting the workplace of the future.
The approach included interviews with some of the leading experts in Facilities Management (FM),
Human Resources, Real Estate, Hospitality and Sociology in the country as well as site visits to those
organisations leading the way in providing great places to work.
In addition, Sodexo’s research was gathered from industry associations using panel discussions and
online threads from i-FM, The British Institute of Facilities Management (BIFM), Facilities Management
Association (FMA), Facilities Management Networking Group, The FM Network, Facilities Management
Professionals International, Workplace Trends and Future Trends Group.
The research for this report was carried out externally by Elliott Marketing & PR on behalf of Sodexo.
5
Tim Oldman, Managing Director, Leesman Index
Leesman provides the largest contemporary collection of workplace effectiveness benchmark
data in Europe. The Leesman survey measures how well office environments support employees
in their work and their portfolio stretches across 21 countries for sites up to 7 million square feet.
As Managing Director, Tim is seen as one of the leading experts in workplace effectiveness and
a strong advocate for research within the workplace environment.
Video Foreword
6
We live in a constantly adapting and evolving world. At one
end of the scale, we strive to survive - with no one escaping
the global economic crisis. Funding has been cut, economies
shrunk and work opportunities are fewer and further between.
Yet at the other end, we have a never ending search for a
better quality of life. We expect more! More control, choice,
better quality and greater value - both at work and at home.
Whether we like it or not, technology is engulfing our lives.
We have unrivaled access to information across the world at
the touch of a button or the swipe of a finger. It is integrated
into almost every aspect of our daily routines. There are
generations that don’t know of a time without technology.
As a result of this, consumers know what they want and
increasingly they know how and where to find it....but in
addition to this, technology has also meant that family and
social life has become so integrated that the lines have
blurred. The traditional 9-5 has disappeared.
Whilst some people prefer the comfort of what is familiar to
them, our global data shows that not everyone wants to work
in the same place every day, to sit at the same desk, on
the same chair, next to the same employee. Employees are
seeking choice, opportunity and possibilities. Evidence shows
employers are benefitting where they find ways to provide it.
The importance of salary will never go away. People fight for
higher wages and for greater reward and recognition. However,
secondary priorities have changed. We are seeing schemes
such as flexible working become more important to employees,
so much so that up to a third of Chief Financial Officers state
that telecommuting is a key way to attract new talent.
Companies are using their employees as a competitive
advantage. Attracting and retaining the best employees is
crucial to those that want to not only survive, but strive. What
is important to employees has changed. Choice is key. Where
they work, when they work and how they work will start to
become the employee’s choice. So while 85% of employees
see the design of their workplace as important, just 53% say
it enables them to work productively and worse still, just 45%
have any pride in their environment.
Fundamentally, work is an activity, not a place. The office
has to be an evolving environment; a living organism used
as an envelope for employee effectiveness and ultimately, for
productivity. This encompasses everything from the building
itself, to the employees and the tools they use, and the over-
arching changes that society is having on the working world.
It has to continually evolve and adapt to our demands.
Written Foreword
7
The composition of the workforce is changing
• The workforce is becoming older
and more multi-generational. In
the decade up to 2011, there was
a 22% increase in workers aged
50 and over, compared to a 0.4%
increase in those aged 18-24
• Gen Y (those born after 1980)
has a disproportionate influence
in the workplace. Gen Y will
push the boundaries in terms of
ways of working and seek out
new opportunities to learn
• More and more women are
working. Women now account
for just under half the workforce
and we are starting to see
more women in senior roles
Technological changes dictate how we work
• The cloud rolls on. Working
remotely on the cloud is set
to continue. It is forecast to
account for one third of annual
IT expenditure growth in 2013
compared to 25% in 2012
• Thin companies need less
workspace. The evolution of the
cloud has enabled organisations
to become ‘thin’ by removing
the need for larger servers and
desktop computers at work
• Bring your own devices (BYOD)
will proliferate. Consumers now
have access to better and faster
technology at home than at work –
one reason why 43% of managers
rely on their workforce to use
their own IT and phone at work
The world wants to be a healthier place
• Good food leads to good
work. Evidence shows that a
wide range of healthy options
is important to employees
• Workers want to be active. Since
2000, there has been a 117%
increase in the use of London’s
cycle network as more and more
employees use a bike as their main
mode of transport for commuting
• Bringing the outside in; well-being
factors. Evidence shows that FTSE
100 companies that track and report
the success of their well-being
programmes including these factors
outperform those that don’t by 10%
1 2 3
Executive summarySocial trends
8
Work and life as one
• Flow, not a balance. The influence
of technology and a new
generation of employees has
meant that work and private
lives are merging into one
• Employees will surf at work.
Personal browsing and social
media use at work has also
become so important that up to
half of 16 to 24 year olds would
not work for an employer who
banned its usage whilst at work
• Personal calls at work are
important. 23% of 22 to 26 year
olds would not take a job
where they couldn’t make
personal phone calls
• The right to request flexibility.
This continuous flow of work and
life has led to the introduction of
flexible working schemes by the
UK government to help drive a
culture shift in the workplace
Working anytime, anywhere
• Flexible working makes business
sense. Studies show that people
who can work effectively from
a remote location can work 15
to 20 additional hours a week
• The office can be anywhere. A
study of 5,000 UK Directors
predicts that within the next
decade, 60% of office-based
employees will regularly
be working from home
• Work contracts are changing.
More and more employees will
request flexi-time and job-sharing
will become more widely available.
In 2011, 52% of employees
worked on a ‘flexi-time’ basis
compared to 44% in 2006
The rising power of people
• Happiness works. Happy
workers are up to 12% more
productive than those that aren’t
• Self-employment is on the rise.
Looking into the future more and
more employees will dip in and
out of work and different projects
to build their own portfolio
• Judging employees on output.
54% of employees want to be
measured by their outputs. Trust
will continue to be key between
employers and employees to
ensure work outputs are delivered
4 5 6
Executive summaryPeople trends
9
To be the best, attract the best
• The best offices attract the best
staff. If organisations want to
recruit the best then they have
to have offices which inspire
them to join. Organisations
will continue to create office
environments which bring their
brand to life and help build and
nurture employee engagement
• Retaining talent is a priority. The
cost of replacing an employee
can be up to three times that
of an employee’s salary. The
fact that 70% of organisations
have difficulties in replacing staff
highlights that retention is key
Open spaces create open cultures
• The shift to informality. 73% of
Gen Y employees favour informal
break out spaces to formal
meeting rooms. The office is
increasingly being used as a
social hub, providing space for all
different employees to complete
all different styles of tasks
• Design spaces to encourage
‘bumps’ and discourage
‘interruptions’. Work is an activity
that happens around everyone
and spaces need to be designed
to encourage instant and un-
planned communication
Workplace optimisation for the future
• Increase occupancy efficiency. A
flexible working policy introduced
at PricewaterhouseCooper’s is likely
to save them £10m over a ten year
period – office space should be
designed so employees can work
smarter to avoid inefficiencies
• Make the most of office space.
It is predicted that by 2020,
organisations are set to reduce
their office space by almost
20% as a result of right sizing
• Outsourcing is on the rise. The
largest growth will be in the public
sector, with the value of government
contracts outsourced doubling
over four years to £20 billion
• Create partnerships for the future.
Creating longer term partnerships
will be crucial when leveraging
efficiencies and productivity. By
2017 it is predicted that that the
Total Facilities Management (TFM)
market will see an increase of 17%
7 8 9
Executive summarySpace trends
10
SocialThe composition of the
workforce is changing
Technological changes
dictate how we work
The world wants to be a
healthier place
1 4 7
2
5 8
3
6 9
PeopleWork and life as one
Working any time, anywhere
The rising power of people
SpaceTo be the best, attract the best
Open spaces create open cultures
Workplace optimisation for the future
11
Social Trends
12
Social trends – The composition of the workplace is changing
< <
Social trends – The composition of the workplace is changing
13
A 21 year old starting work today will experience
a much faster and more dynamic workplace
environment than their counterparts would have
encountered 50 years ago. The world we all live
and work in today has changed quite dramatically
since then.
They might be surprised to find that more people
are working in Britain now than at any time since
records began in 1971.
According to the Office for National Statistics, in
2012 the number of people working in Britain
totaled 29.57 million vs 28.83 million in 2009
following the economic downturn of 2008 [1].
The private sector has been responsible for this job
creation. There are now 4.8 million private sector
businesses in the UK and in 2012 they employed
23.9m people (81% of the working population).
Just 3 years earlier in 2009 this figure was 22.5
million (78% of the working population).
In 2012 alone the number of people working in the
private sector grew by over 250,000; the largest
increase on record.
Social trends – The composition of the workplace is changing
14
Annual Changes in Employment in the UK since 1993 (thousands)
800
600
400
200
0
-200
-400
-600
-800
-1000
Mar-May 1993 May-Jul 1997 Jul-Sep 2001 Sep-Nov 2005 Nov-Jan 2010
Full-time Part-time Total
Social trends – The composition of the workplace is changing
15
Scotland -3.5%
North East -2.0%
North West -1.1%
Yorkshire & Humberside -1.6%
East Midlands -1.8%
Wales -0.8%
East of England -1.2%
London +0.9%
South East -2.2%
South West -2.3%
West Midlands -0.6%
Geographically, the split between
London and the rest of the UK is
widening with the capital’s economy
contributing just under 22% of UK
output in 2011 [2].
London is the only region to have
seen an increase in the employment
rate since before the financial crash,
whilst Scotland has seen the highest
decrease in employment.
The map opposite shows the
regional percentage point change in
employment rates for persons aged
16-64 from Q4 2007 to Q4 2012.
Social trends – The composition of the workplace is changing
16
The United Nations categorises the population into four specific
‘generations’ each of whom, they believe, has a different view
of work – and different expectations too.
TraditionalistBorn between 1925 and
1945, a period when
sense, duty, obligation
and loyalty were high.
Baby BoomerBorn between 1946
and 1964, a period of
economic prosperity
in certain countries
(particularly USA) when
population boomed.
Generation XBorn between 1965
and 1980, a generation
where flexibility started
to become more
important.
Generation YBorn post 1981,
they are the latest
generation in work.
People in this category,
particularly those born
closer to the nineties,
are also referred to as
‘Millennials’.
Social trends – The composition of the workplace is changing
17
Baby Boomer Generation X Generation Y
Motivators
Mentoring
Retention
Client Orientation
Technology
Careers Goals
Attire
Work Environment
Traditionalist
Formal
Office only
Self-worth
Not necessary
Loyalty
Personal contact
Dictates documents, use of library
instead of web
Build a legacy
Business / Casual (high end)
Long hours / office only
Salary
Salary
Telephone
E-mail primarily in the office, documents
prepared by the Associates
Build a perfect career
Business / Casual (low end)
Office or home / desires flexible
situations
Security
Not necessary to receive feedback
Security/salary
Creates own documents,
uses mobile and computer
Build a transferable career
Whatever feels comfortable
Office or home / desires flexible
situations
Maintain personal life
Constant feedback needed
Personal relationship
E-mail/IM/Text
Creates own documents and databases, uses web to research, 24/7 connectivity
Build several parallel careers
Does not handle negative feedback well
<
[4]
Social trends – The composition of the workplace is changing
18
<
Working from home
22%
Benefits
employees
don’t receive,
but would
like
Health Insurance
29%
Company Car
20%
Traditionalists and Gen Y may have
very different perceptions of work
and ways of working, but companies
are having to ensure everyone’s
preferences are satisfied in order
to have a productive and balanced
working environment.
In addition to considering the
differences in how employees like to
work, employers also have to take into
account a range of benefits which
employees would like to receive but
don’t currently - with health insurance,
working from home and a company
car all featuring in the top 3.
Pensions
48%
Top 3 benefits
currently offered
to employees
Free parking
30%
Flexible Working 22%
Priorities and expectations are changing and there are a number of influences contributing to the evolving demographic and makeup of the workforce.
[5]
Social trends – The composition of the workplace is changing
19
The workforce is becoming older and more multi-generationalWhilst today’s workforce
is unlikely to include many
Traditionalists, it will include
a greater proportion of Baby
Boomers than ever before.
The graph opposite shows
the average annual working
population in 2001 compared
with 2011. The evidence
is clear; the workforce is
now much older than a
decade ago, with the largest
percentage increases seen in
those aged 50 and over.
57.3
78.3 81.2
65.1
8.7
67.7
79.7 81.7
62.0
12.3 24.7 37.9 23.5 1.6
18-24
% of population working
2001
25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+
18-24 25-34 35-49 50-64 65+
% of workingpopulation
5.2
11.6 22.6 37.2 25.6 3.0
2011
2001-2011
% change in total population
18.7 -0.9 5.2 10.8 18.0
18-24 25-34 35-49 50-64 65+
% change in working population
0.4 -2.7 4.6 16.3 96.1
Social trends – The composition of the workplace is changing
20
57.3
78.3 81.2
65.1
8.7
67.7
79.7 81.7
62.0
12.3 24.7 37.9 23.5 1.6
18-24
% of population working
2001
25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+
18-24 25-34 35-49 50-64 65+
% of workingpopulation
5.2
11.6 22.6 37.2 25.6 3.0
2011
2001-2011
% change in total population
18.7 -0.9 5.2 10.8 18.0
18-24 25-34 35-49 50-64 65+
% change in working population
0.4 -2.7 4.6 16.3 96.1
So not only has there been an increase in the total
number of people working but there has also been an
age shift in the structure of this workforce. Data from
the Office for National Statistics shows that between
2001 and 2011, there was a 96% increase in the
number of workers aged 65 and over. In addition there
was nearly a 22% increase in workers aged 50 and
over. During 2001, just over 5% of those over the age of
65 were employed, compared to nearly 9% in 2011 [6].
With the age of the population increasing and state
pensions now starting later, more Baby Boomers are in
work compared to previous generations. According to
Aviva’s ‘Real Retirement Report’, some 23% of 65 to 74
year olds were still wage earners in December 2012 –
up from 18% in February 2010.
The report also highlighted that the number of people
turning 65 over the next decade is set to reach 6.5m,
an increase from 5.2m over the previous 10 years [7].
There is no denying that we are an aging nation.
Analysis of the 2011 census indicates that over
169,000 more people reached their 65th birthday in
2012 than had done so the year before – an increase of
30% in a single year [8].
Social trends – The composition of the workplace is changing
21
As more people then continue to work beyond 65, it
is becoming increasingly normal for employees to be
working in teams which include members from each
generation, from Baby Boomers to Gen Y. This in turn
is changing the dynamics of the office; how people
work and how they communicate. For instance, whilst
financial rewards and recognition are seen as important
in retaining Baby Boomers in the workplace, Gen Y
may place more importance on personal relationships.
Satisfying this wide range of working preferences is
challenging but vital for today’s employers and it will be
a continuing trend. By 2035, it is predicted that those
aged 65 and over will account for 23% of the total
population. As the population continues to age, we will
see more and more of the older generation in work [9].
“ We must create work environments that are universally inclusive and meet the demands of the wider demographic of workers offering choice to maximise their performance and contribution to the organisation [10].”
Social trends – The composition of the workplace is changing
22
Gen Y has a disproportionate influence in the workplaceThe working priorities of Gen Y, are quite different
to earlier generations in large driven by their need
for social engagement facilitated by technological
developments. The ‘CISCO 2012 Connected World
Technology Report’ highlighted that 90% of Gen Y
check their phone the first thing in the morning, often
before they have got out of bed. Their idea of a perfect
workplace is built around efficiency, transparency and
democracy [11].
Long established routines, regulations and workplace
norms are not valued as highly by this generation
– they have been replaced with a different way of
working. This new generation, who will continue to
influence the future, are pushing for change in the
present. They live to communicate via a technologically
integrated lifestyle. Gen Y already represents 22% of
the workforce [12].
Research suggests that Gen Y workers want 5 key things:
Meaningful work with responsibility from day
one – making an immediate difference
A new approach to management – mentoring,
coaching and direct approaches to be involved
A career lattice, not a career ladder – they live
to learn and seek portfolio careers across
different industries
To challenge the status quo – questioning,
difference, innovation and independent thinking
are seen as a positive
Brands to live to their name – they value a
workplace culture and environment that is
aligned to the brand[13]
1
2
3
4
5
Social trends – The composition of the workplace is changing
23
“ 2 in 5 students and young professionals will accept a lower paying job if it also offers greater flexibility. “Flexibility” includes the blurring of distinctions between “leisure” and “work”, with social media time threaded through the working day [16].”
When it comes to longevity, Gen Y are a
generation of job hoppers. Research suggests
that the average worker today stays at his or her
job for 4.4 years, but according to a survey of
1,189 employees and 150 managers, 91% of the
new generation of employees expect to stay in
a job for less than three years. This means that
they would have 15-20 jobs over the course of
their working lives [15].
Gen Y are a completely new breed of employee compared to Baby Boomers:
• 54% of Gen Y have already had 3 or more jobs
• Sabbaticals are important to 50% of Gen Y,
compared to 29% of Baby Boomers
• Gym membership is important to 28% of Gen Y,
but only 9% of Baby Boomers
• 30% of Gen Y think they are likely to get a job
in another sector within the next five years,
compared to 12% of Baby Boomers
• Over one third of Gen Y thought their personal
future looked bright [14]
Gen Y are here for the foreseeable future. It is predicted that by 2025 75% of the workforce will be made up by Gen Y [17].
Social trends – The composition of the workplace is changing
24
More and more women are workingThe Office for National Statistics latest figures show
that in the three months up to April 2012 the UK
workforce consisted of some 13.60 million men and
7.72 million women in full-time employment, with 2.11
million men and 5.85 million women in part-time
employment. In total, women account for just over
46% of the working population in the UK [18].
The role and rights of working women have
changed dramatically in the past 50 years. It
was only in 1961 that Barclay’s Bank removed
its marriage bar and up until 1975 it was still
perfectly legal in the UK to dismiss an employee for
becoming pregnant.
‘Within the lifetime of a senior manager we have moved from a world where women were legally and socially treated as second-class citizens to one where they have equal employment rights and nearly equal representation in the labour force of many advanced economies [19].’
“ Women now make up between 40% and 50% of the workforce in most developed countries…They represent the majority of the educated talent pool – around six out of ten graduates coming out of universities in the developed world, and a rising force in many parts of the developing world [20].”
Social trends – The composition of the workplace is changing
25
“ The proportion of women who were economically inactive decreased considerably from 44.5 per cent in Q2 1971 to 29.3 per cent in Q1 2011, and the proportion of men who were economically inactive has increased from 4.9 per cent in Q2 1971 to Q2 17.1 per cent in 2011 [24].”
54% of the
workforce
40% of managers
38% of the board
25% of the Global
Executive Committee
This change in the number of
women at work is reflected
at Sodexo worldwide where
women now comprise:The number of women in CEO and MD posts
in the UK increased by 25% in 2012 - from a
base of under 12% in 2011 to nearly 15% in
2012. There has also been a small rise in the
number of women in second level senior roles
such as director, chief finance officer and chief
marketing officer [21].
This increase is noticeably evident in FTSE 100
companies where, in 2012, women accounted
for nearly 17% of all FTSE 100 board posts. This
figure was under 13% in 2011. Looking to the
future, FTSE 100 companies have been tasked
with hitting a voluntary target of raising female
board representation to 25% by 2015 with the
threat of EU-imposed mandatory quotas in the
UK if they do not make sufficient progress [22].
The BBC says that there are now more women
in work and more females at board level than
ever before with women now accounting for
57% of the professional workforce [23].
[25]
Social trends – The composition of the workplace is changing
26
“ The fact is, a stronger team is made up of more different types of people and that needs to be recognised in business. ”
Helena Morrissey, CEO, Newton Asset Management
Research by Cranfield School of
Management predicts that nearly
40% of Directors could be women by
2020, exceeding the 25% target [30].
Some predict that by 2020, women
will account for 80% of the workforce
growth [31].
Interestingly though, despite great
improvements in the number of women
employed in the workplace over the last
10 years, rates of pay between men and
women in general are still disparate. On
average, women earn up to nearly 15%
less than their male counterparts. It is not
an area for complacency [28].
Yet, if ever there was real incentive for
women to mirror similar career choices
as men, a recent article suggested that if
the UK had the same proportion of female
entrepreneurs as the US, then the boost to
UK GDP would be an extra £42 billion [29].
Women are being encouraged to
stay in the workforce post childbirth
helped by a number of key government
initiatives. The government is particularly
enthusiastic for parents to be offered
greater employment flexibility in order to
help both of them to care for their family
whilst being able to pursue and achieve
their career goals and aspirations.
Parents will have the right to take time
off together, as well as a legal right to
flexible hours. At present mothers can
take a maximum of 52 weeks, with
fathers entitled to 2 weeks of statutory
leave.
The new scheme however, planned
for 2015, will see parents entitled to 50
weeks leave, to be split between the
couple as they see fit [26].
Retention of female talent, post the
birth of a child, has become an
important factor for organisations.
Following the introduction of a number
of family-friendly schemes, including
flexible working, The Co-Operative
Group has seen an increase in staff
retention rates, with 97% of female
managers returning to work following
pregnancy [27].
Having said all of that, in Sheryl
Sandberg’s book ‘Lean In: Women, work and the will to lead’, she argues
that until the number of women at the
top reaches critical mass, the kind of
work life balance that makes it equally
possible for men and women to get to
the top will never be achieved.
Social trends – The composition of the workplace is changing
27
Get more women on board Progress over the last 2 years has been
positive with women accounting for over
17% of FTSE 100 and over 13% of FTSE
250 board Directors as of 1st March 2013
(vs less than 13% and 8% respectively
in February 2011). Since the ‘Woman on
Boards 2011’ report was commissioned in
2010, the percentage of female held board
appointments has increased by nearly
50% [32].
Whilst these statistics show that more and
more women are working at board level,
there is however evidence that suggests
that the growth has now plateaued at
around the 17% mark after having first
surpassed that number in August 2012.
Government, regulators, investors and
businesses alike must work together to
avoid complacency and ensure that the
figure continues to rise, as the evidence
suggests that having more women on
board is better for business.
A recent study by The Cranfield School of
Management showed that for the first half
of the 2012 financial year, 44% of board
appointments at FTSE 100 firms went
to women, but during the second half of
the financial year that figure decreased
to 26% [33]. As highlighted in the ‘Women
on Boards April 2013’ report, as of April
2013 there were only 6 male only boards
in the FTSE 100; a marked decrease
from 21 in 2010. Male only boards in the
FTSE 250 accounted for nearly 27% (67
organisations) of companies - down from
just over 52% in February 2011.
Globally, a value-weighted portfolio of
those companies with more than 33%
women on boards of Directors has been
found to generate significant positive
financial returns. Companies with a greater
percentage of women on their boards
were found to outperform their rivals with
42% higher return in sales, 66% higher
return on invested capital and 53% higher
return on equity [34] .
This is further supported in the UK where
studies have shown that companies who
have a greater proportion of women at
board level perform better than those
with a smaller number of women on their
boards [35].
What is becoming increasingly important
and being mentioned more and more,
by both males and females alike, is that
this must not become a numbers game.
Reaching quotas and targets for the
sake of reaching quotas is not beneficial
to anyone. Appointing female board
members should be about the richness
of the board as a whole; the combined
contribution of a group of people with
different skills and perspectives. A more
diverse group of individuals can draw on
their personal experiences, backgrounds
and life styles and are more able to
consider issues in a rounded, holistic
way. Mixed gender boards can provide
the attention to detail not seen on all male
boards, which often think the same way
and sometimes make poor decisions [36].
Social trends – The composition of the workplace is changing
28
The workforce is continuously evolving and changing
The workforce is getting older with more Baby
Boomers in work than ever before. In the last 10
years, over 90% of the rise in employment has
been accounted for by workers aged over 50.
Despite this, it is the younger generation, born into
a technological world that are changing the office
environment the most. Gen Y seek information,
challenge the norm and demand more from their
employers than any previous generation.
More and more women are working, with nearly
half the UK workforce made up of female
employees. More women hold senior roles and
sit at board level than previously but evidence
suggests this could be starting to slow.
The workplace must adapt to meet these changes
Workplaces must be designed to provide an
environment that is easily accessible to all with
organisations ensuring anti-discrimination policies
and procedures are put in place to provide
equal opportunities to employees of all ages.
Organisations need to understand how each
generation wants to work and to adapt their
working practices accordingly – giving them
the freedom to work at their best every day.
Mixed gender boards provide stronger
strategic business benefits than single gender
boards. Employment strategies must ensure
that women are attracted to companies
now and throughout the next decade.
Summary
1
2
3
Social trends – The composition of the workplace is changing
29
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Social trends – Technological changes dictate how we work
30
The fastest growing fashion of the new generation. Today’s
children are born into a world where they are surrounded
by technology 24/7. Technology is incorporated throughout
school (even pre-school) and university curriculums, with
tomorrow’s leaders leaving secondary and often primary
school, fully technology-literate.
For those of us who have a smartphone by our sides all the
time this will not come as a surprise. The use of technology
is second nature to the latest generation; for them it is
simply intuitive – they don’t need to learn. Employees can
now be permanently connected to technology and, as
a result, are always available publicly and privately- they
can no longer remove themselves from work without
consciously switching off their devices. A recent study from
the University of California, Los Angeles, showed that ‘digital
nomads’; those born into a world of technology, spend on
average 8.5 hours daily exposed to digital technology.
Technology is now completely integrated into the workplace
- it improves productivity, increases efficiency and in most
cases removes the need for physical space. The use of
technology in the workplace is set to continue at a pace.
Some experts predict that by 2025, technology will allow us to
conjure workspaces out of thin air by using interactive surfaces.
Holographic teleconferencing and virtual ‘dry runs’ of projects
will consign old office templates to the dustbin. In their place,
multiple surfaces in the home, or shared work hub, will be
coated with digitally enabled ‘smart’ paint that will project 3D
avatars of colleagues at a single touch [3].“ A young person’s brain, which is still developing, is particularly sensitive…It’s also the kind of brain that is most exposed to new technology [2].”
Radio
Television:
The iPod:
The Internet:
Facebook:
Twitter:
To reach 50 million users the following media took:
38 years
13 years
4 years
3 years
12 months
270 days ...acquiring over 185,000 new users each day
[1]
Social trends – Technological changes dictate how we work
31
The use of technology in the workplace
will not only influence the devices that
employees use on a daily basis, but
the design, infrastructure and build of
working environments.
‘The catalyst for practically every change in the way offices are designed and managed is technology. This has been true since the first offices appeared at the turn of the twentieth century’ [5].
The other huge benefit of integrating
technology in the workplace are the
environmental and Corporate Social
Responsibility benefits.
“ By 2020, 62% of people in office space will use touchscreen technology, against 16% now [4].”
Technology and Corporate Social Responsibility
“In the year ending 2012 conservative estimates suggest that the use of BT conferencing systems avoided a net 43,839 tonnes of greenhouse gas emissions and created financial benefits for BT totalling £188 million” Professor Peter James, Department of Environmental Science, University
of Bradford.
It is predicted that during the same
period, conferencing eliminated
1,040,000 face-to-face meetings [6].
‘These savings are not just
beneficial for the organisation,
but are equally important for
the employees. The University
of Bradford study records that
while 79% of respondents believe
that the need to cut cost is the
main driver for increased use of
conferencing, 74% also report that
their use of conferencing is driven
by a personal desire to reduce the
environmental impact of travel. In
fact, 38% of conferencing users
stated that their last call had
definitely replaced a face-to-face
meeting, with a mean avoidance of
5.3 hours of travel time’ [6].
Employees are being encouraged
to work smarter, not harder, leading to new initiatives integrating
technology into the workplace.
Similarly, employers are re-thinking
conventional ways of working to
allow their teams to make the most
of technology both personally and
professionally.
Social trends – Technological changes dictate how we work
32
The Cloud rolls onCloud computing refers to applications and services
offered over the internet from virtual data centres
around the world. It provides users with access to
their information from any location, provided they
can connect to the internet. Users can also share
information between multiple systems and other users if
they have access to the same cloud [7].
Cloud computing has been a key driver in workplace
dispersement. Every piece of work can now be stored
remotely in the Cloud, easily accessed by anyone who
needs it without compromising security. Cloud based
technology brings alive the concept of a virtual working
place connecting, as it does, team members around
the world. The concept that work is increasingly not
desk restricted is dramatically (and rapidly) changing
the face of work itself.
It is predicted that the money
spent on Cloud computing will
account for nearly a third of annual IT
expenditure growth in 2013. In 2012 in the
UK, £42 billion was spent on Cloud computing software,
compared to £16 billion in 2008. 70% of people
agree that using Cloud-based computer systems
has simplified the IT process, whilst 72% think it has
improved the end-user experience [9].
“ Cloud technology has changed the cost structure, the efficiency and the ability for businesses to become more agile than ever…. Organizations that fail to provide their workforce with an arsenal of tools to connect, network, and create the future might as well close their doors today. ”
Jason Averbook, CEO, Knowledge Infusion [8]
Social trends – Technological changes dictate how we work
33
A recent Overbury report quotes the
Unwork.com annual survey of over
1,300 global executives in 2012, in
which they say that less than 4%
never work outside of the office, while
over 61% say that their favourite place
to work outside of the office was at
home [10].
The report highlights that one of the
fastest trends shaping the future
workplace is the use of Cloud
enabled co-working spaces like
drop-in business clubs and serviced
offices available on an hourly or daily
basis. There were 1,320 such spaces
available in the world as of February
2012, an increase of 88% since the
beginning of 2011. Of these, 61 are in
the UK and a total of 518 in the EU.
There is an increasing number of
examples of companies using
co-working spaces as part of their
workplace strategy. Yell, for example,
closed all of their regional sales
offices in favour of membership at
co-working spaces in 2010.
The same report claims that,
depending on their size and nature
of operation, businesses can save
between 20% and 30% of their IT
costs by moving to the Cloud.
The impact of the Cloud in enabling
previously desk bound employees to
be able to work remotely is significant
and a major workplace trend for the
foreseeable future.
3.5% never work
outside of the office
61.5% say their favourite
place to work outside of the office
was at home
Social trends – Technological changes dictate how we work
34
Thin companies need less workspaceThin client technology gives employees the opportunity to log onto a computer screen, tablet or mobile device
wherever they are in the world, supported by a central computer stored elsewhere. Laptops, and to a further extent
desktop PC’s, are replaced by ‘thin’ technology in workplaces generating huge savings in both cost and space.
Thin clients depend on the use of the Cloud in order to gain access and download company information.
‘A thin client, sometimes called a lean client, is a low-cost, centrally-managed computer devoid of CD-ROM players, diskette drives, and expansion slots’ [11].
“In terms of in office spaces, we’ve seen a lot of people moving towards thin clients, supported by tablets rather than having a computer on your desk. ” Nigel Oseland, Director, Workplace Unlimited [12]
“ The vision of the thin building is one in which buildings become conduits for people rather than conduits for technology. Fit outs are therefore much cheaper and programmes quicker to complete as only very basic infrastructure is needed for an organisation in the Cloud. This could certainly benefit existing office stock, often shunned in favour of new buildings, purpose-designed to accommodate today’s technology requirements. As the uptake of Cloud, 4G and mobile devices increases and the need for ‘fat’ space reduces, the fit out or refurbishment of existing office space, often with prime city-centre locations, could seem a more viable option for firms looking to establish ‘thin’ offices [13].”
Social trends – Technological changes dictate how we work
35
The benefits of using thin technology are tangible.
A study conducted by Bloor Research shows that
‘deploying thin client technology across enterprises can cut costs by up to 70%’ [14].
Other ‘thin’ benefits include:
• Better security – no data is kept on a physical
computer or ‘client’ but is stored remotely
• Improved reliability – it is reported that the average
meantime between failure for a PC is 25,000 hours,
compared to 175,000 hours for a thin client
• Easy scalability – remote offices can be set up
within minutes
• Remote access – data can be downloaded
anywhere at any time
• Lower carbon footprint – not only by consuming
less electricity, but also from the reduced travel
time and reduced emissions as a result of
teleworking[15]
Cut costs by
70%
Lower carbon footprint Better
security
Improved reliability
Easy scalability
Remote access
Social trends – Technological changes dictate how we work
36
Bring your own devices (BYOD) will proliferateMore and more employees are
using their own devices at work
and employers are witnessing the
business benefits that a BYOD policy
can bring - for instance being able
to contact employees out of usual
working hours. 70% of employees
with smartphones regularly check
their emails outside of business hours,
while 91% check theirs every six to
12 minutes during ‘downtime’ [16].
Gen Y, the new generation typically
have use of a smartphone and/or a
tablet device before they are made
accessible by an employer. It is
anticipated that by 2016, nearly 10
million UK employees will be using
personal devices in the workplace [17].
Based on current employment levels,
this equates to approximately one
third of the workforce.
The fact is, more and more
employees will start to bring their
own device to work. The office
environment must support this
move. Firstly by making sure a fast
and reliable internet connection is
available throughout the whole office
space and secondly by providing
staff with a variety of spaces where
they can touch down to work.
“ The BYOD phenomenon is here to stay. The biggest challenge for IT now is how to best manage all these devices and get their [IT] time back to focus on their core role. It is important to ensure an enterprise mobility strategy includes a BYOD policy, addressing how to effectively manage and secure personal devices while avoiding high network usage charges [19].”
59% of managers would allow employees to
work from home
15% provide
employees with tools to do so
43% of managers rely
on their staff’s own equipment
[18]
Social trends – Technological changes dictate how we work
37
Security has arisen as a contentious
issue when implementing a BYOD
scheme, especially when employees
have access to financial information,
HR records and sensitive customer
details on their personal devices. This is
off-set by perceived attraction from the
employees to a role in which they’ll be
able to use a device they trust and can
personalise.
There are numerous challenges when
introducing a BYOD strategy into any
workplace environment and many IT
departments are still trying to determine
how to make this vision a reality without
compromising on security.
Analysts predict that our smartphones
and tablets will replace our wallets and
purses as they continue to become
more integrated within our lifestyles.
According to a recent Morris Pentel
report, the majority of basic payment
transactions will be via mobile by 2016
as computer based devices start to
replace the need for physical money.
BYOD may make a workplace much
more attractive for employees but it can
bring risk to the employer. As with other
technologies, companies will have to
find a way of managing this scenario
or risk alienating a large percentage of
their workforce.
“ The cascade of devices entering the enterprise, combined with the lack of a coherent enterprise mobility strategy, is throwing many IT departments into turmoil….if implemented correctly, a proactive enterprise mobility strategy that encompasses a BYOD plan can improve compliance, flexibility, device security and contain network costs [19].”
In 2012, only 30% of UK IT departments incorporated
smartphone and tablet management initiatives into their
strategies. This is set to steadily continue into the future as it
becomes a more important aspect of work.
Social trends – Technological changes dictate how we work
38
Social trends – Technological changes dictate how we work
The influence of technology cannot be escaped. It is fundamentally changing every aspect of
our daily lives, both at work and at home
Employees and consumers are dependent on technology. The use of smartphone and touch
screen technology is set to continue with 62% of office technology being touchscreen by 2020.
Face-to-face meetings will still be conducted but their frequency will reduce
as technology is used as an enabler.
Cloud technology will continue to be implemented throughout organisations as more employees work
remotely. Companies will look to be ‘thin’ and reduce the space taken up by bulky and dated technology.
Employees will start to use their own device for work more and more – at the same time organisations will
be trying to constantly update their own technological competencies and resource just to keep pace.
These changes are affecting the workplace environment and are set to continue. Organisations must ensure they are up to date
Organisations will need to implement new technologies into their workplace to leverage efficiency from employees and ensure they are ahead of the curve. Choosing the right technologies to introduce will be the challenge.
Video conferencing facilities will become even more essential in the workplace with employees needing to be trained in using them effectively.
Companies will need to install remote servers in their organisations allowing employees to work freely from wherever they are. Increasingly they will need to provide their employees with laptops and tablets as opposed to desktop computers.
Implement a BYOD policy and review or introduce a tablet strategy initiative. Managing how employees use their own devices is critical to information security.
Summary
1
2
3
4
39
Social trends – The world wants to be a healthier place
40
As a nation we are becoming more
aware of the importance of a healthy
lifestyle but, ironically following years
of sedentary habits, we are becoming
increasingly overweight. According to
the latest Health Survey for England
from 2010, nearly 63% of adults
(aged 16 or over) from the UK were
overweight or obese[1]. By 2050,
obesity alone is predicted to affect
up to 60% of adult men, 50% of adult
women and 25% of children [2].
For many employees, a major worry
is their health and the impact on their
lives if illness hits them. 11% of workers
have already been off ill for six months
or more during the past year and a
further one-third of employees fear
getting ill and not having their income
protected [3].
A 2012 survey by Leatherhead Food
Research showed that over 80% of
consumers in 2012 claimed to follow a
healthy diet, an increase of 10% since
2004. Awareness of what constitutes
a ‘healthy diet’ has also significantly
increased since 2004.
2012
2012
2012
2004
2004
2004Drinking enough fluid
Eating fresh fruit and vegetables
Having a balanced diet
% of consumers who see it as important
75%
63%
48%
95%
87%
74%
[4]
Social trends – The world wants to be a healthier place
41
Following the success of the
Olympics, physical activity and
sports participation have risen, whilst
awareness of salt and fat is higher than
ever. 15.5 million people in England
aged 16 and over took part in sport
activity at least once a week over
the past 12 months, according to a
survey by Sport England. This was an
increase in 750,000 people on 2011’s
figures [5].
Local councils have also reported
an increase in participation at sports
clubs, with up to 75% of them seeing
an increase in usage since the
Olympics. Yet, whilst the sudden
increase in participation is positive,
there needs to be continued local and
national government encouragement
and support to ensure that this trend
continues and demonstrates the
positive legacy of the ‘Games’. It must
be remembered, unfortunately, that no
Olympic host country in history has
demonstrated a sustained rise in sport
participation [6].
The benefits of a healthy employee
are clear as physical activity has
been shown to have a direct impact
on the workforce. Not only are they
considered 20% more productive, they
are twice as likely not to be absent
through illness [7].
Exercise should be encouraged
in all aspects of work – cycling to
work, exercising during work hours
and after work clubs and societies.
‘There is an increasing trend to offer health and wellbeing perks such as corporate health insurance, cycle to work schemes or discounted gym memberships.
These benefits not only offer a way to increase productivity and reduce employee absenteeism but contribute to increase job satisfaction and employee engagement’ [8].
Businesses have an important role to play in encouraging their employees to take responsibility for their own health - and in providing opportunities for them to succeed. This is about health in its broadest context from fitness to working hours to eating well.
“ Healthy life practices will be in big demand. We are seeing a big influx in people wanting secure bike cages at work. They want to be able to ride to work and have their showers. They want healthy food options in the café, so fruit is a big thing here that a lot of people want. ”
Kylie Nelson, Head of Business Services, Macquarie Group Limited [9]
Social trends – The world wants to be a healthier place
42
Good food leads to good work‘Eating a nutritious, balanced diet will help you improve your overall health’ [10].
We typically consume at least one
third of our daily calorie intake at work
which means the workplace can play a
significant role in influencing our eating
habits and our health [11].
Sodexo’s March 2013 workplace survey of 282 employees and key opinion formers showed that ‘a good restaurant with a great selection of food and drink choices’ and ‘a wide range of healthy food options’ were the two most important factors for improving work-life balance.
There have also been studies on the
link between absenteeism and people
who are overweight. A normal weight
man (in relation to the BMI index)
misses on average three days per year
due to illness or injury, while overweight
and obese men (with a BMI of 25-35)
miss approximately two more days per
year, an increase of 56% missed days [12].
“ Overweight employees should be a major concern for every employer. If employees are overweight they have a higher risk of developing long-term health problems such as type 2 diabetes, heart disease and numerous other associated conditions. This is bad news for all businesses as companies are footing the bill for lost productivity whilst employees receive treatments, are off sick, feel lethargic and lack energy during their time at work [13]. ”
Kylie Nelson, Head of Business Services – EMEA, Macquarie Group Ltd
Evidence shows
that ‘a wide range
of healthy options’
is important to
employees.
Social trends – The world wants to be a healthier place
43
A recent study by The Chartered
Society of Physiotherapy suggests that
as many as one in four people are too
busy to take a break for lunch, and one
in three people eat lunch at their desk.
The average person takes less than 20
minutes each day for lunch away from
their desk. Taking a lunch break and
nourishing the brain with food, oxygen
and water will lead to better work in the
afternoon than continuously working at
the computer screen [15].
Eating the right food can improve your
memory, lift your mood and help you
concentrate for longer. Foods that are
high in Omega-3 oils are good ‘brain
food’ and will have positive effects on
productivity [16].
“ Within the workplace environment, we are seeing those same pressures of the need of convenience and speed, putting pressure on what workplace operators have to do…Consumers are happy to spend that little bit more of their money, if they are getting exactly what they want. They are wanting more of the high street brought into the workplace, they are happy to spend that little bit more on a better quality product. ” Simon Stenning, Food Service Strategy Director, Allegra [14]
Social trends – The world wants to be a healthier place
44
Workers want to be activeThe search for healthier lifestyles not only
affects our daily routines in the office but
the way in which we travel to work.
According to Transport for London, since
2000 there has been a 117% increase
in people using London’s cycle network.
Initiatives such as a recent scheme at
GlaxoSmithKline have seen the number
of people cycling to their Brentford
offices increase from 50 to 450 [17].
Further companies have also
implemented cycle schemes, for
example the Edenred Cycle to Work
scheme is run in partnership with
Halfords and allows employees to
choose from a wide range of makes
and models of bikes and accessories
up to a value of £1,000. The benefits
are numerous including improving
staff well-being and morale, reducing
car park costs and traffic congestions,
even making savings on your national
insurance contributions [19].
Mobility at work has evolved. Yoga and
exercise classes as well as on-site gyms
have been available in the workplace
for a number of years. We are starting to
see the next wave of mobility initiatives
at work, from standing desks to walking
meetings. LinkedIn CEO Jeff Weiner
has been known to conduct walking
meetings behind the LinkedIn offices,
whilst Google, Microsoft, Evernote, Hyatt
and Marriot have all installed treadmill
desks [20].
How 18-25 year olds are travelling to work in the UK:
• 34% by car (30% of which would prefer to drive Hybrid)
• 30% walking
• 16% public transport
• 12% cycling
• 7% motorcycle/scooter
[18]
Social trends – The world wants to be a healthier place
45
“ If the potential that resides in the country’s workforce was more fully unleashed, we could see a step change in workplace performance and in employee well-being, for the considerable benefit of the UK. ”
David MacLeod and Nita Clarke.
In an effort to improve the health and well-
being of their staff, Ginsters conducted
employee focus groups where staff confirmed
that many of them would like to walk to the
office, but the fact that the street lamps on the
surrounding roads did not work early in the
morning meant they felt unsafe. As a result,
Ginsters engaged with the local council and
got the street lamps fixed so that employees
could start walking to work and feel safe in
their surroundings [21].
People expect to have a say as consumers or
public service users and unsurprisingly apply
the same principles to the workplace [22].
On average, people work for over nine hours
a day, compared to 7.7 hours of sleeping,
with the majority of this time typically spent
sat behind a desk. A recent study in America
showed that sitting down for six or more
hours per day makes you up to 40% more
likely to die within 15 years than someone
who sits down for less than three hours per
day, regardless of other physical exercise [23].
Recent studies have even claimed that sitting
is worse than smoking. Researchers suggest
that you can lose up to 8 pounds a year if you
stand for 3 or more hours per day [24].
As we continue to become more aware of
the need for a healthy lifestyle, with all
its inherent benefits, the workplace
must evolve to support this. The
business benefits are clear: a
healthy workforce is a more
productive workforce.
Social trends – The world wants to be a healthier place
46
At Macquarie Group offices
in London, one of the main
features is a steel staircase
spanning across all 6 floors
of the building. Kylie Nelson, Head of Business Services at Macquarie Group explains
that “the stairs are the most visual thing when you come out of the workspaces.” They
were specifically designed as
the ‘centre-piece’ to encourage
people to take the stairs,
promoting mobility at work and
increasing interaction [25].
Social trends – The world wants to be a healthier place
47
Bringing the outside in; well-being factors Health isn’t just about exercise and
diet. It is also about access to natural
light, to good air quality, ambient
temperature and access to outdoor
spaces. The environment around us
affects our moods and productivity
towards work.
You may not think much about
it, but the way an office is set up,
from individual desks to the entire
office’s lighting, has an effect on the
productivity of employees.
• Studies show that comfortable, well-
ventilated and well-lit, safe workplaces
increase productivity as much as 16%
and job satisfaction as much as 24%,
whilst also reducing absenteeism.
• In a study conducted by RPI, workers
in windowed offices were shown to
spend 15% more time staying on task
than colleagues in windowless
offices [26].
Anyone who has had to work in a
windowless office will know how
important it is to have the right light
levels – and how important it is to
have at least some natural light. In
fact 48% of 18-25 year olds would
prefer only natural light in their working
environment [27]. ‘People who spend more time in natural lighting than in artificial lighting have increased productivity and alertness’ [28].
The basics have to be right. When
employees are asked which features
they consider important for an effective
workplace, the two most common
answers are the ‘Desk’ and ‘Chair’
perhaps not surprisingly. Slightly
further down that list though sit other
factors such as ‘Temperature Control’
(5th) and ‘Natural Light’ (8th) [29].
Social trends – The world wants to be a healthier place
48
Office temperature is vital, although according
to The Health and Safety Executive, there isn’t
a legal requirement for a minimum (or even
maximum) workplace temperature. It does
say however that a workplace should be at
least 16 degrees, or 13 degrees if much of the
work is physical. A study in America across
575 office buildings highlighted that 77% of
indoor environmental complaints were about
conditions perceived to be too hot or too
cold [30]. Finding the optimum temperature for
an office environment can be a matter of trial
and error.
According to Sodexo’s March 2013 workplace survey, having a ‘consistent temperature’ is the number one way to improve workplace comfort.
On the trade floor at the Macquarie Group
offices in London, chilled water pumps
through the desks to maintain the temperature
and generate a comfortable working
environment, highlighting the efforts made by
some companies to ensure staff are working
at a comfortable temperature.
The culture of bringing the outdoors inside will
be implemented in an effort to drive employee
satisfaction and productivity. One study by
Plant Culture Inc. even highlights that plants,
when placed inside the office, can lower
workplace stress and improve productivity by
12% [31].
As traditional working hours and working
methodologies change so does the need for
conventional offices. Whilst internal walls gave
way to open plan some time ago, a number of
companies have been even more radical and
creative in the use of their internal and external
space – Google, Innocent, Pixar and Red Bull
are all examples of companies who don’t just
think of offices as places to work. They believe
that the office should positively bring out the
best in their people.
Social trends – The world wants to be a healthier place
49
Implementing and measuring health and well-being
programmes usually present win-win scenarios for
employee and employer alike. The tangible benefits
for employees are evident, from weight loss to the
reduced possibility of mental health issues. There are
tangible benefits for employers as well.
‘Given complete freedom, people want to be on a height looking down. They prefer open, savannah-like terrain with scattered trees and shrubs and they want to be near a body of water, such as a river or lake’ [33].
According to architectural firm HOK, there are 10
workplace design considerations that can positively impact
the workplace environment, enhance performance and
improve health and wellness:
Thermal comfort and temperature
Access to nature, views and daylight
Sensory change and variability – a lack
of visual stimulation during the day can
dull the senses
Colour affects peoples’ moods
Noise control
Crowding
Human factors and ergonomics – workplaces
that are comfortable and flexible
Indoor air quality
Choice for employees
Employee engagement
“ FTSE 100 companies that track and report their wellbeing programmes outperform others by 10%. ”
Monica Parker, Head of Workplace Consulting
at Morgan Lovell [34]
1
2
3
4
5
6
7
8
9
10
10
[32]
Social trends – The world wants to be a healthier place
50
10
Social trends – The world wants to be a healthier place
People are trying to live healthier lifestyles and are more aware of the benefits of a
balanced diet and regular exercise
Over 95% of consumers see eating fresh fruit and vegetables as important with 74% aware of the
importance of drinking enough fluid during the day.
Sports participation has risen following the Olympics with 75% of councils seeing an increase in
participation at sports clubs since Summer 2012.
More employees are cycling to work. Since 2000, TFL has seen a 117% increase
in the use of London’s cycle network.
Well-being programmes are becoming increasingly important to ensure employees are comfortable in their
working environment. FTSE companies that track a well-being programme outperform others by 10% in the market.
Organisations need to understand how their office can support their employee’s health requirements
Staff restaurants should offer a large variety of nutritional and balanced choices for staff to choose from throughout the day. Healthier lifestyles should be actively encouraged.
Employees should be encouraged to partake in sport. Subsidised gym memberships, on-site sports facilities and after-work exercise groups are all seen as benefits in the workplace in terms of supporting the health of their employees.
Space to park bikes at the office will become more important as employees continue to cycle to work. Offices should also be equipped with showers and changing facilities for those staff who wish to cycle. Some organisations support staff who cycle by providing financial support to purchase a bike.
A thorough well-being programme should be implemented and continuously managed and updated to ensure staff comfort levels are optimum.
Summary
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2
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People Trends
52
People trends – Work and life as one
53
Work and life as oneThe lines between work and life have become
more blurred than ever before, thanks largely
to Gen Y who want (and demand) more
flexibility than any generation before them.
Whilst the talk is still about ‘work-life balance’, it has become something of a hackneyed
and over used phrase. Instead, increasingly,
the media (and to some extent businesses)
are talking about work flow.
This isn’t all about allowing people to
work from home or remotely, but is about
creating a synergy between work duties
and personal life.
In many professions, remote working is
simply not an option. Doctors, teachers,
engineers, and factory workers are all
required to be ‘present’ at their workplace
to carry out their duties.
For these employees, work-life flow stems
from the opportunity and flexibility to prioritise
between work and personal life.
Research suggests that 67% of
employees would stay at a company
because of the balance it offers them [1].
Despite this, less than half of adults aged
16 and over in Great Britain report a
relatively low satisfaction with their work-
life balance [2] showing they want to see a
change in the way they work.
“ It’s [managing personal lives at work] just making employees lives an awful lot easier, so that when they are home, they feel like their life is much easier, so they can put the commitment into doing everything they need to do for the company, to go the extra mile, and deliver what the company needs them to deliver. ” Robin Giles, HR & Corporate Planning, Toyota [3]
67%Stay at company due
to the balance
it offers
47.4%Have a low
satisfaction of their work life
balance
People trends – Work and life as one
54
Flow, not a balance
Work and life have become intertwined.
Increasingly people are seeing
the connection between work and
personal life as a blend and not a
balance. Balancing suggests that as
one increases in influence, the other
decreases, but this is not necessarily
the case. In an article in the Financial
Times by Andrew Hill (March 11th 2013)
he says that the description ‘work-life
balance’ lays a trap for those individuals
who believe they can spend the first half
of their lives on work and the rest on life.
He writes that if employees are driven,
or drive themselves to unproductive and
unhappy extremes, the whole corporate
economy suffers [5].
This idea of seeing work and life as a
flow has been reflected in the findings
of a new study from Millennial Branding
and Identified.com which shows that
Millennials have morphed both home and
work life into one and they are always in
both frames of mind – working during the
weekend, but arranging social activities
during the working day.
In a survey of 366 business managers
including Cass Business School and
Henley Business School, 48% of people
strongly agree or agreed with the
statement ‘My organisation does its best
to improve the work-life balance of its
people’ [6].
Employers are looking at ways in which
they can allow their staff to manage their
personal lives from the office environment
as it becomes more important to today’s
employees. Some of these methods are
explored further over the page.
“ When people are at work they are often thinking about what is happening at home, and vice versa [4]. ” Doug Shaw,
Founder of What Goes Around
People trends – Work and life as one
55
Employees will surf at workThanks to the advent of technology,
employees live in a world that is
automatically connected at the touch
of a button. In that context, using
personal time to browse at work
would appear both normal and
necessary.
This is supported by a survey from
eMarketer, which states that 25%
of employees use the internet for
personal use during office hours for
at least ten minutes a day, whilst 13%
of workers use the internet for at least
two hours per day. The survey also
highlighted that 35% of employers
think personal web time should be
limited to 30 minutes per day [7].
It is estimated that workplace
browsing costs the UK economy
up to £14bn each year, though
blanket bans are not seen as the way
forward. With employees connected
to the internet on multiple devices, it
is virtually impossible to stop them
browsing. It is deemed by some as
so important, that a recent survey of
16 to 24 year olds showed that half of
them would not work for an employer
that banned social media at work [8].
Having said that, social media
platforms such as Twitter, Facebook
and, to a lesser extent LinkedIn, are
‘banned’ at work in approximately
50% of UK and US companies [9].
Companies that do ban the use of
social media at work defend their
decisions by arguing that it is difficult
to monitor amongst concerns over
security and data protection. This is
not un-true, but it can be managed
through a detailed social media policy.
Sodexo’s March 2013 workplace survey shows that 64% of people think social media platforms such as Twitter, Facebook and LinkedIn improve their working life with the most important reason being that they are used to research the market. Despite this, only 51% of respondents claim to have access to Twitter, 57% to Facebook and 69% to LinkedIn at work.
Experts suggest that companies will
embrace the use of social media and
‘personal browsing’ at work as they start
to see the benefits it can bring to the
business in terms of improving the work-life
flow of employees. It provides businesses
with direct access to consumers. Never
before has there been such direct access
between consumers and businesses.
Social media provides those using it with
access to real-time information [10].
People trends – Work and life as one
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Personal calls at work are importantTaking personal calls in the workplace
is a further area affected by the
increasing blur between work and
personal life.
According to the ‘Ofcom
Communications Market Report’ from
2012, 60% of mobile users in the UK
own a smartphone. Of those that own
a smartphone and are employed,
30% of them say they regularly use
their personal device for private calls
whilst at work. In addition, 35% of
smartphone users regularly use their
device (be it a personal smartphone
or a work smartphone) for work
out of office hours with a quarter of
smartphone users using it for work
whilst on annual leave [11].
Additionally, an American survey of
over 500 22 to 26 year old graduates
showed that 23% of respondents
would not take a job where they could
not make personal phone calls and
20% would reject a job offer if they
could not check their personal emails
whilst at work [12].
With the emergence of open plan
spaces and the removal of dedicated
office space, having somewhere to
take personal calls has increased in
importance. At Innocent headquarters
in London, staff are encouraged
to take personal phone calls inside
a traditional red telephone box for
privacy [13].
The need for private space within
the workspace will become more
important as the lines between work
and home life continue to blur.
23%Wouldn’t take a job where they couldn’t
make personal phone calls
20%Would reject a job
offer if they couldn’t check their personal
emails whilst at work
People trends – Work and life as one
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The right to request flexibilityIn November 2012, Nick Clegg
laid out proposals to make flexible
working patterns achievable for
everyone. The new employment
rights package is designed to make
flexible working the ‘norm’ in modern
society, to “help drive a culture shift
in the workplace” [14] and encourage
more women back in to work [15].
At present, all parents and carers
are legally permitted to request a
change in their hours or location of
work.
Clegg’s proposal will however
see this extended to any relative,
grandparent or close family
friend who can provide childcare
assistance.
Initiatives are being introduced by
employers and government alike,
aimed at supporting employees
trying to manage the flow between
their work and personal lives. This is
set to continue.
“ The right to ask for flexible working and improved parental leave conditions offers support for parents with young children. However, we will only succeed with these rights if business leaders realise that flexible working is not just for young mothers. Improving the work/life balance can benefit all employees and businesses.
For example, Xerox UK estimates that the introduction of new ways of working has saved the business £1m over the past five years through enhanced staff retention. At BT, work/life balance initiatives have saved the company hundreds of thousands of pounds in recruitment, retention and development costs and more than £200m in accommodation costs [16]. ”
People trends – Work and life as one
58
Work and home life have become inter-twined. The latest generation sees them as one
The ability to manage home life at work is becoming
increasingly important as more people continue to manage
their work life at home. 67% of people say they would stay
at a company because of the balance it offers them.
Whilst organisations may not approve, employees
will spend time at work managing their personal
life. This could be by surfing the internet, using
social media or making personal phone calls.
Up to half of 16 to 24 year olds would not work
for an employer that banned social media at
work. Despite this, social media is still banned at
approximately half of all UK and US businesses.
The blurring of work and social life is having a major influence on the workplace environment
Employees should be made to feel comfortable
managing their personal life whilst in the office. This
means seriously considering lifting any website ban
in place (or not implementing one in the first place)
and allowing personal items to be delivered to work.
The office space should provide a private
environment in which employees can make
personal phone calls and manage their personal
life away from the openness of their desk.
Organisations should implement a social media
strategy that enables employees to use it whilst
at work, but understand the possible security
implications that can arise in terms of leaked
information or damage to their brand name. Trusting
employees to use social media responsibly at
work can bring about increased engagement.
Summary
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People trends – Work and life as one
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People trends – Working any time, anywhere
60
“ Work is an activity not a place – work is no longer confined to the office environment and we need to support work in different locations and on the move [3]. ”
Working any time, anywhere
The remote working movement is
beginning to become an everyday
aspect of many people’s lives.
According to the 2011 UK Labour Force
Survey, almost 14% of the population
works remotely, a rise of 1.4% from
2005. Of these remote workers, two
thirds work in multiple locations whilst
nearly 30% work from the home [1].
Post the 2012 Olympics, when
telecommuting was used as a tactic by
many London institutions to combat long
commutes, a survey of 2,500 people
carried out by Regus highlighted that 2
in every 5 workers work remotely for at
least half the week [2].
Nowadays, how and where people
work has changed. This is down to
a combination of the generational
changes to our workforce, the
increased availability and
developments in technology and the
increased importance of work-life flow.
Flexibility and telecommuting continue
to remain an important factor for
employees and employers alike. A
study by the consulting firm Deloitte
found that while salary is still top, work
flexibility – when, where and how you
work – is becoming an increasingly
prominent consideration [4].
In a compensation survey of 1,400
CFO’s in 2009, 46% stated that
telecommuting was second only to
salary as the best way to attract top
talent with 33% claiming
that telecommuting was
top of the list [4].
A further study revealed
that around 14% of people
claim that it is so important
that they would change jobs in order to
work with fewer restrictions [5].
While trust and the difficulty of
managing staff are often cited as
the reasons why flexible working
conditions are not offered to staff,
there are schemes that have shown
flexible working boosts productivity and
efficiency.
People trends – Working any time, anywhere
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Flexible working makes business senseOffering employees the ability to work
flexibly makes business sense.
A flexible working pilot scheme was
introduced at O2 to highlight the
changes in productivity that such
schemes can have. As part of the pilot,
one quarter of O2’s 12,000 strong
workforce worked at home for the day.
On that one day alone employees
saved 2,000 hours of commuting time,
the equivalent to 250 8-hour days. Of
these 2,000 saved hours, 52% of it
was spent on working, with the rest
spent on personal time [6].
O2 showed that as a result of the
flexible working pilot scheme there
was an increase in productivity of 15
to 20% [7].
A recent study conducted by Cisco
highlighted that its employees who
work from home through its ‘Virtual
Office’ equipment were nearly 50%
more productive, with the average
employee gaining 2.75 more
productive work hours during the
week [9]. Other studies show that
people who can work effectively from
a remote location can work 15 to 20
additional hours a week [10].
There are clear, tangible benefits to
deploying a flexible workforce. As
more companies run pilot schemes
and start to understand the return on
investment such arrangements can
offer, they will become more and more
a part of everyday life.
A wider talent pool
Reduction in absenteeism and increased retention
Increased staff loyalty
Increased productivity
of employers say flexible working practices had a positive effect on recruitment and retention65%
of employers noted some or significant improvement in employee relations70%
of SME’s have seen an improvement in productivity58%of employers reported the positive effect in recruitment42%
[8]
People trends – Working any time, anywhere
62
The office can be anywhereThe benefits of working from home are
not just seen by the employer. Working
from home for some or all of the week
has become increasingly popular for
employees. According to the May 2012
report on flexible working provision
and uptake by the Chartered Institute
of Personnel and Development, 73% of
employees report that flexible working
has a positive impact on motivation,
whilst only 3% believe it has a negative
effect [11].
Whether employees elect to work away
from the office or it is encouraged
by employers, the infrastructure now
exists to allow the workforce to work
anywhere in the world. There are no
limits to how, where or when people
can be productive.
A study of 5,000 UK Directors and
business owners reported that 60%
of office-based employees will be
regularly working from home within
the next decade. The Virgin Media
Business report also highlighted the
possible changes we will experience
regarding face-time with employees,
by stating that 72% of respondents
think face-to-face meetings with
customers will become outdated [13].
However, not all organisations are
following this trend with Yahoo recently
requesting all of its employees to work
back in the office from June 2013. This
request bucks the trend and received
mixed response from employees and
industry professionals alike. Only time
will tell whether it is a positive outcome.
“ The growth in video and social media across corporate networks is also supporting this migration away from the traditional office confines; the importance to underlying network infrastructure once more comes under the spotlight. ” Tony Grace, Chief Operating Officer, Virgin Media [14]
“ So, if you want to get up at five in the morning and work from home until eight, and then go off to the gym for a couple of hours, or an hour or so, then go into the office for half the day, or not go into the office at all, just because you’ve ticked all those requirements that your employer wants from you, why should they reallymind, as long as you’re being as productive as you possibly could be, does it matter how you achieve it? ” David Emanuel, Managing Director, i-FM [12]
People trends – Working any time, anywhere
63
Work contracts are changing“The last decade of the twentieth century brought a rapid growth in the flexibility of employment contracts. Part-time work, staggered hours, condensed working and ‘flexi-time’ spread. But these were mainly just variations of the permanent, full-time job.
The following decade saw an expansion of the ‘contingent workforce’. Organisations kept hold of a core of essential talent but contracted out peripheral activities to save costs and increase flexibility” [15].
Companies are now providing employees with a wider
variety of working contracts, ranging from the traditional full-
time and part-time, to flexi-time and job sharing. This allows
different employees with different skills, requirements and
personal arrangements to continue working as and how it
suits them.
Flexi-time is a system used by employers to allow staff to
work flexible hours, typically at the beginning or end of the
working day, provided that an agreed ‘core’ part of the day
is spent in the office.
Flexi-time in itself is not a wholly new concept, though its
implementation has increased thanks to the demand for
improved work-life flow and technological advancements.
In 2011, flexi-time was offered as a working arrangement by
52% of UK employers, up from 44% in 2006 [16].
“ We are on the cusp of the next big transformation in the model of work. Today technology allows us to work very differently than we did even a decade ago, and the new generation joining the workforce is not the only one demanding a new deal. Demographic and social trends, particularly the changing role of women, all point to the need for a fresh approach to work. We are poised for a revolution in working practices [17]. ”
People trends – Working any time, anywhere
64
Work is more and more being seen as an on-going activity
The evidence that demonstrates that some employees
can work more effectively and productively from a
remote location will ensure that the percentage of
employees working remotely continues to increase.
Telecommuting was offered by 34% of
organisations when trying to improve their current
working environment according to 2011 survey
of 180 Human Resource (HR) Directors.
Working contracts are now changing as more people
choose to work flexibly-the workplace will continue
to see increased use of flexi-time and job sharing.
These changes are having a significant impact on the workplace environment
As more people work remotely, organisations will look
to down size or move to less premium locations.
A telecommuting strategy should be
implemented so that all employees who
wish to work in that way can do so.
When recruiting new applicants, employment
briefs should be flexible and aimed at attracting
the best talent and not just those people who can
work in a certain location during certain hours.
Summary
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People trends – Working any time, anywhere
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People trends – The rising power of people
66
The rising power of peopleThe rising power of personalisation can
be seen in all elements of our personal
lives. From the high street to the workplace
environment, there is an increased demand
for more personalised experiences.
As a country hit by recession, there is
a notion that some employees count
themselves as lucky to simply have a
job. “Economically, we are in a period where the new generation is less likely to challenge the status quo when they arrive…they’re just lucky to have a job. It’s a luxury commodity; a full-time position.” Moving
forward though, “I think it may well be that some of those Gen Y’s will challenge their employers increasingly on doing a good job. They know they can do a better job if the organisation is more fluid with its adoption of technology” for example
explains Tim Oldman, Founder, Leesman Index.
Some of the most engaged workers are
those categorised as ‘vocally-involved’
meaning that they have the opportunity to
voice their views and be heard, yet only
34% of employees fit in this category [1].
In a world of free flowing information,
we will see employees stand up and
challenge the norm. The rise of people
power will mean organisations have to
start listening.
“ The dynamics will be challenged more between senior and junior employees, as the younger generation dictate, their requirements and what they expect of the office as far as technology and flexibility. ”
Kylie Nelson, Head of Business Services, Macquarie Group Limited
“ Intuitively, I always believed that by giving employees what they want—by satisfying their workplace needs—companies could find success. After almost three decades of research, we know: companies that fulfil their employees’ needs reap huge rewards when it comes to a motivated workforce, satisfied customers and, yes, profit. ”
Jack Wiley, Executive Director of
Kenexa High Performance Institute [2]
People trends – The rising power of people
67
Recognition – Employees want a pat on the back
Exciting work – Employees want a job that is challenging,
interesting and fun
Security – Employees want to feel confident about their future
Pay – Employees want to be compensated fairly
Education and growth – Employees want to be given
opportunities to grow and develop
Conditions – Employees want a well-equipped environment
that is comfortable, healthy and safe
Truth – Employees want to be told the truth
Whilst researching for his book,
‘RESPECT: Delivering Results by Giving Employees What They Really Want’, Jack Wiley surveyed over 200,000
employees around the world over 30
years, asking them ‘What is the most
important thing you want from your
employer?’ His research found 7 key
elements that were consistent throughout
the world and throughout different
industries.
Harnessing the rising power of people
and understanding how they want to
work will be key going forward.
Appreciating how employees work
and how they want to be assessed will
be influential as businesses strive to
leverage more productivity from their
workforce.
“ What’s more, the organisations that provide these seven things outperform those that don’t. Their employee engagement level is 117% higher; their operational performance is 64% higher; their customer satisfaction level is significantly greater and their ‘return on assets’ is up to ten times higher. [3] ”
People trends – The rising power of people
68
Happiness worksAccording to David Cameron’s
‘Happiness Index’, the average Briton
rates their “life satisfaction” as 7.4
out of 10 [4]. It is poignant, that in a
time when the news is dominated by
GDP and the economic downturn,
that the government is also looking at
additional measures to gain a more
dimensional picture of how society
is performing. ‘Happiness’ and ‘well-
being’ are no longer just exuberant
adjectives; they are factors the
government is monitoring to assess
the state of the nation above and
beyond GDP.
It is not just the government measuring
satisfaction, but businesses too.
Evidence shows that happy employees
are more productive and therefore
better for the workforce. Following a
study at Warwick Business School,
analysts showed that happy workers
were up to 12% more productive than
normal, while unhappy workers were
up to 10% less productive [5].
This notion of ‘happiness works’ is
becoming apparent when looking at
the physical design of a workplace.
Simon Jordan, Founder of Jump Design, explains that from an archi-
tectural point of view, they are seeing
workplaces introduce “spaces that reward rather than replace hard work” as organisations provide employees
with spaces to encourage happiness.
‘Ultimately…the source of productivity is… workers who get things done every day. And the evidence is clear: People perform better when they’re happier’ [6]. Happier employees lead to
a more productive workforce.
Companies will focus more on making
their employees happy as they look
to drive productivity and employee
engagement. What they must consider
though, is what makes one employee
happy may be completely different from
what satisfies another, and as a result
employees will be offered more choice.
“ If it isn’t fun, no one is going to be there for very long. Team outings, ping pong tournaments – whatever fits your culture – create opportunities to laugh and to see each other outside of just your day-to-day professional titles. ” Nick Worswick, Corporate Vice President, Seamless.com [7]
“ Don’t fit people into work, but make work fit around people. ”Doug Shaw, What Goes Around Limited [8]
People trends – The rising power of people
69
25,416
24,817
24,783
25,011
Self-Employed
Self-Employed
Self-Employed
Self-Employed
Employees
Employees
Employees
Employees
2010
2011
2008
2009
3,810
3,790
3,896
3,957
24,983
Self-Employed
Employees2012
4,176
“ Few people will start on a course and stay there throughout their working lives. People will take detours, take time off to raise families, or to learn new skills. ” Maynard Webb, LiveOps
Self-employment is on the riseOne way that people are satisfying their demand for a greater say in their work-life flow is by becoming self-employed. There has been
a steady increase in self-employment since the financial crash of 2008, but the characteristics of those people who are choosing self-
employment now are very different to those who made the switch between 2008 and 2011.
Looking into the future, more employees will dip in and out of work with different employers and different contract terms. People will
build their individual portfolios to enhance their skill sets.
• The three years between 2008 and 2011 saw an increase of
147,000 people becoming self-employed. 80% of these were
female and they typically worked less than 30 hours a week,
with the largest rise seen in people aged 65 and over.
• Between 2011 and 2012, there was an increase in 219,000
people becoming self-employed of which 64% were male. 55%
of the rise was in people who worked longer than 30 hours per
week and those aged 50 to 64 saw the largest increase.
[9]*figures are in millions
People trends – The rising power of people
70
Judging employees on outputAs employees start to enjoy flexibility,
or working on a contractual based self-
employment role, they will be assessed
on their outputs rather than the time or
effort exerted to get there.
According to a global survey of 8,360
workers carried out by Dell, over half
(54%) of British employees want to be
measured by their outputs in terms
of the quality as opposed to the time
spent in the workplace. Two-thirds of
employees are already measured on
their outputs at work.
Despite this, only half of the employees
surveyed in the UK claim that they can
complete their workloads within the
traditional 8 hour working day [10].
As employees challenge the norm
and come to expect more from their
employers, there will be an increased
expectation on people to deliver work
outputs. Flexible working provides
employees with the benefit of being
able to manage their own work-life
flow. A word of warning though – whilst
many employees may welcome the
opportunity to work from home, it does
not suit everyone. Some studies
have shown that flexible working
can, in fact, increase stress.
A survey of 5,000 employees,
conducted by the Economic and
Social Research Institute, showed
that 31% of people who work
at home are stressed, compared
to 19.5% of those not involved with
homeworking [11].
“ We went from managing through attendance to managing through deliverables. Going forward, it’s all about output. ” Frances Quigg, Senior Manager,Vodafone’s Better Ways of Working
54% of British employees want
to be measured by their outputs
People trends – The rising power of people
71
The key to success in output based
assessment is trust. Employers have to trust
staff to deliver the work when it is needed.
Many experts agree that trust is perhaps
the most important element of a successful
workplace. Companies whose employees
trust them tend to have a more engaged
workforce and a high efficiency work
environment [12].
There will be a rise in employees who wish
to be judged by their outputs and they will
be attracted to those organisations that
provide a flexible approach to working.
As organisations start to implement such
schemes, trust will be critical to success.
Employees will have to prove they can
work via this method, building further trust
internally between team members, but also
with employers who expect results.
Trust is a pre-requisite to employee
engagement. Organisations that understand
the importance of employee engagement
have been shown to enjoy the following
benefits:
• 16% greater profit margin
• 19% greater operating income
• 18% greater productivity
• 2.6 times earnings per share growth
• 12% greater customer loyalty
• 50% fewer sick days
• 87% less likely to leave the organisation [13]
People trends – The rising power of people
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People trends – The rising power of people
The availability of choice and the ease at which information can be gathered means
that employees now have much more awareness of the options available to them
The most engaged employees are those that are vocally
active and stand up for what they believe. Gen Y are more likely to challenge the status quo than other colleagues
as they become more confident in their ability.
Providing employees with the workspace they want and need can lead to an operational
performance that is 64% higher than normal. Happy employees are productive employees.
In the future, employees will dip in and out of different projects and different work to build their
own portfolio- employees will seek out a career lattice as opposed to a career ladder.
Employees will continue to want to be judged on their outputs as opposed to their inputs with trust being
a key issue in ensuring deliverables are met.
In order to motivate, inspire and retain valuable employees, organisations will need to consider
Involving employees in their decision making processes with regard to the workplace environment. Giving employees the opportunity to voice their opinions and then using this feedback to implement change can be highly motivating for employees.
Asking their employees what will make them happy (on a regular basis) and then acting on these findings.
Being very flexible in their approach to the appointment of new team members.
Introducing an output based assessment programme to ensure all employees are measured against quantifiable outcomes.
Summary
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Space Trends
74
Space trends – To be the best, attract the best
75
In the future, as employees have
more opportunities to choose from,
their expectations are likely to rise.
As a result of changing employee
demands and expectations, they are
likely to choose to work for the most
accommodating organisations. Talent
attraction and employee retention are
key.
Unsurprisingly remuneration is still
the number one reason why the UK’s
employees leave their job, with 32%
of executives stating it as their main
reason. The story in the capital
however is different, with 38% of
London employees citing a lack
of work-life balance as the main
reason for leaving employment [2].
According to the UK Workforce Mood
Tracker 64% of UK employees would
leave their job for a company that
clearly recognised their contributions,
while 90% said that employee
recognition motivates them to do a
better job [3].
Continuous feedback and support will
be key to keeping the new generation
of employees happy. In contrast to
previous generations, Gen Y both
seeks and appreciates support,
feedback and regular appraisals.
“ When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled and confident in their ability to get the job done. ”
Susan Heathfield, Human Resources expert [4]
To be the best, attract the bestThe office is often referred to as a
‘shell’ that houses the company’s
most prized assets – its staff.
Attracting and retaining the best
staff is a well-known and often used
business strategy for improving
efficiency and productivity.
According to Nic Marks, Founder
of Happiness Works, companies
listed in The Top 100 places to work
typically outperform the market
by approximately 2-4% each year.
With job satisfaction the number
one criteria to drive workplace
satisfaction, companies are now
attempting to attract and retain
the best talent by making their
workplace the best it can be [1].
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76
The best offices attract the best staffDavid Henderson, Managing Director,
Morgan Lovell, explains: “More organisations are beginning to understand that the office space is not just a blot on the profit and loss account, but an opportunity to motivate and inspire people. And comfortable, motivated employees mean improved productivity” [5].
Companies are now looking at various
ways to attract and retain the best
talent. Over and above motivating staff
through remuneration, recognition and
reward; the physical space, the style
of the office and the brand essence
are becoming increasingly important.
This is reflected by the fact that those
companies who reflect their brand
essence in their workplace design are
often voted some of the best places
to work. One example is Google who
was nominated as the number one
company to work for according to
Fortune.
According to the Leesman Index,
nearly 90% of employees agree
that ‘The design of the workplace is
important to me’ yet less than half
agree with ‘It’s a place I am proud to
bring visitors to.’
Other research from Hyphen, says
that two-fifths of Brits are not proud
of their jobs. Up to 25% of London’s
employees are losing pride in the
place of work, up from 15% in the
previous quarter, a poll of 1,000
workers showed [6].
Creating a workplace environment that
employees are proud of will help retain
and attract the best staff.
“ Those who invest heavily in a workplace would see it [talent management] as a key benefit of a heightened workplace. ” Tim Oldman, Founder, Leesman Index [7]
“ If you want top people you have to have top premises. ” Harry Brouwer, Unilever [8]
Space trends – To be the best, attract the best
77
Young workers will judge how a
company values its employees by how
attractive the workspace is, particularly
looking for modern, high-quality
furniture and technology. Businesses
that go even further and provide
facilities such as car parking, bike
storage, workout areas, food or dry
cleaning will further stand out to young
people [10].
Whilst sustainability in office design
has improved due to the increase
in government legislation, evidence
suggests that sustainable office
design also ‘helps firms attract top
talent’. According to Paul Edwards,
Chair of the British Council for
Offices Environmental Sustainability
Group and head of sustainability at
Hammerson, “there is now a new generation of environmentally-
conscious employees that take green matters especially seriously when deciding upon where to work” [11].
The days of corporate colours and
logo-fatigue are in decline – the
modern office uses wall coverings,
break out spaces, manifestations,
digital signage and furniture to bring
their brands to life and create a sense
of place [12].
These workplace additions may just be
the latest fashion for the moment, but
evidence suggests that workspace
design and brand culture, in a more
holistic approach is becoming more
important to employees.
In short, the most innovative
companies understand that the only
way to stay at the forefront of their
industry is by maintaining a strong
company culture [13].
“ The role of the HQ is changing to one of global corporate community centre. Rather than simply accommodating desks, an HQ is about creating a dynamic, collaborative meeting place that draws people in.
The work environment can play an important role in the attraction and retention of staff which is an increasing struggle for many organisations. The role of design will become more important in office buildings as organisations appeal to a younger generation of workers who are increasingly interested in flexibility, choice and variety in the workplace. ”
Nicola Gillen, Practice Lead and Regional Director of Aecom’s Strategy & Workplace specialist division [9]
Space trends – To be the best, attract the best
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Retaining talent is a priorityAn organisation’s largest cost is its employees, not fixed
overheads. As a result of introducing new workplace incentives
at Ginsters, including a full health and well-being programme,
the company managed to save £30,000 per annum in
recruitment costs. This scheme enabled Ginsters to retain the
best talent meaning recruitment and advertising costs were
reduced as well as seeing a reduction in health insurance
costs as a result of a healthier workforce [14].
‘Given the increasing choice of employment types, we believe that companies keen to attract the best talent will in future have to replicate as many of the benefits of self-employment as possible, while continuing to provide the safety of the employment contract. If they do not they risk seeing that talent go elsewhere, or go solo’ [16].
Attracting the best talent helps drive efficiency and productivity,
while keeping the best talent reduces the heavy burden of
recruitment costs. In this economic climate, companies are
looking to drive efficiency; to make them stand out from the
crowd and having the best employees is recognised as a key
strategy to achieve this.
According to Right Management, the cost
of replacing an employee is nearly three
times the employee’s salary, when you
take into account recruitment, severance,
lost productivity and lost opportunities.
According to Life Work Solutions:
• Over 50% of people recruited in to an
organisation will leave within 2 years
• One in four of new hires will leave within 6 months
• Nearly 70% of organisations report that staff
turnover has a negative financial impact due
to the cost of recruiting, hiring, and training
a replacement employee and the overtime
work of current employees that’s required until
the organisation can fill the vacant position
• Nearly 70% of organisations report
having difficulties in replacing staff
• Approximately 50% of organisations experience
regular problems with employee retention [15]
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Employees are now much more savvy and much more aware of alternative job opportunities than they were a decade
ago simply because the information they need is more readily and easily available
The best employees are attracted to the best
organisations. Companies listed in the top 100 places to
work typically outperform the market by 2-4% each year.
Remuneration is the number one reason why UK
employees leave their jobs but organisations are
starting to focus on other ways of attracting talent
by making employees proud of where they work.
Organisations will continue to want to bring their
brand to life in their office design and to create an
environment which enables them to attract the best
talent. 70% of organisations report having difficulty
with replacing staff and effective workplace design
could see that problem decrease as potential
candidates seek out the best places to work.
Creating engaging workplaces should be seen as a fundamental activity when attracting and retaining the best staff
Organisations should first of all understand from
their employees what they want and what would
make the office space a better place to work.
Employers should engage with their employees
and understand what makes them
proud about their workplace.
More companies will follow the lead of Google,
Innocent and Pixar in bringing their brand and
company ethics and values to life through their offices.
Summary
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2
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Space trends – Open spaces create open cultures
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Open spaces create open culturesAs commented on by Matt Oakley,
Chairman of the British Council for
Offices, there has been a “massive
decrease” in the number of cellular
offices and a corresponding rise in
less hierarchical designs [1].
We have seen a clear departure from
personalised office environments
into open, engaging spaces that
generate collaboration. Companies
are looking at how they can engage
their employees to make them more
productive and efficient.
The future workplace environment
will revolve around community, with
collaborative spaces to encourage
efficiency.
“At present, 70% of office space is
According to Marie Puybaraud,
a staggering 94% of ideas are
generated outside of individual or
personal office space, meaning we will
continue to see the increase in usage
of collaborative spaces.
Open plan offices have come under
scrutiny since their rise, with research
suggesting they have a negative
impact on employee satisfaction and
productivity. One survey suggests that
‘an open-plan office layout can reduce
a workers happiness levels by 32%
and reduce their productivity by 15%’ [2].
Many experts believe that open plan
environments also help spread germs
and raise stress levels [3].
Therefore, the key to making office
space that encourages productivity
and efficiency is in the design. Instead
of simply breaking down the walls
to create an open plan environment,
the offices of the future will provide
individual space to cater to differing
needs. Employees will require options
for the type of working environment
they desire, dependent on their work.
“ Future offices will have to be cleverer than just promoting hot-desking…Social interaction will still need to happen and providing collaboration space is the key. ”
Ed Bartlett, Director, Kykloud.
“ At present, 70% of office space is ‘individual’, with 30% ‘collaborative’. By 2020, this will have reversed. ”
Marie Puybaraud, Director Global Workspace Innovation, Johnson Controls
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The shift to informalityAs the new generation of employees
make more of an impact in the workforce,
the workplace will shift from formality to
informality. 73% of Gen Y employees favour
collaborating in informal break out spaces as
opposed to formal meeting rooms [4].
As more activity based work is deployed,
there will be a heavy emphasis on
collaborative spaces that invite unscheduled
interaction and create a more open, less
formal channel for feedback. These spaces
support faster-paced projects and delivery,
which can deliver major value to a company
where turnaround time is critical [5].
The office can now be seen as a social hub;
a hive of activity to support engagement and
collaboration across different spaces. As
we continue to see technology incorporated
throughout modern offices, the workplace
will be seen as an environment where social
interaction between both employees and
clients is at the forefront.
Microsoft estimates the percentage of work
output and deliverables that depend on
group input rose from 25% in 2000 to 70% in
2010. It will therefore be crucial for the future
to design spaces where employees can
work together, be engaged and collaborate.
In their very nature, these spaces will
be informal when compared to single or
personal office spaces [6].
“ Now, designers are building a wider variety of rooms tailored to each company’s function and direction. You are seeing more open meeting spaces, lounge furniture near circulation spaces…It is a shift from a ‘me’ to a ‘we’ workspace. ”
Michael O’Neill, Senior Director, Knoll, Inc.
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83
Design space that encourages ‘bumps’ and discourages ‘interruptions’Work is no longer confined to office spaces,
but is all around us, all day, every day. “It is the idea of work being an activity and not a place” explains Alison Maitland [7]. The over-
arching implementation and use of technology
means that people are now continuously
working be that in the office, at home or even
on holiday – it is never ending.
Work is an ongoing activity: organisations
are beginning to understand the importance
of collaboration and engagement in the
workplace. Interaction is often unplanned
and informal, as opposed to pre-arranged
and structured.
Meetings and collaboration can occur on
the stairs, in hallways, in open spaces; while
outside, in the staff restaurant or at home.
It is on the spot and spontaneous. Office
architects understand the importance
of these ‘bumps’ and how they play an
influential role in employees’ working days.
‘Collaboration – whether through technology, shared workspaces, or simply bumping into people on stairwells – is vitally important to encourage individuals and teams to solve problems quickly, make decisions and seize market opportunities’ [8].
Spaces that encourage ‘bumps’ and
collaboration must be off-set with space to
avoid interruptions. Research shows that
following an interruption when focused on a
task, it takes on average 15 minutes for an
employee to recover their ‘state of flow’ or
level of concentration [9].
Facebook have recently revealed new plans
for their campus extension which will see one
single room stretch 10 acres, where everyone
will sit in the open on moveable furniture. It is
designed so that the open space will foster
greater communication and chance meetings
or bumps [10].
At Vodafone HQ in Newbury,
walkways were installed over man-
made lakes to provide easy access
to different areas of the campus.
These walkways were specifically
made narrower to encourage people
to ‘bump’ into each other and have
informal on-the-go meetings.
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84
Employees are much more open about the way they live. Information and
advice is shared openly between peer groups as a result of the integration
of technology in their lives
Office spaces will continue to become more
open plan, with a variety of spaces to fit different
people and different circumstances.
Social interaction and collaboration in office
space design is key. Gen Y favour collaboration
and open spaces over cellular desks.
Offices are much more informal in their
design and layout. Meetings are increasingly
un-announced and un-planned- they are
becoming more spontaneous and taking place
anywhere within the workplace environment.
The key to creating open environments is in the office design and culture
Space should be provided for all employees for
all occasions, this includes personal space, open
space, creative space and space supported by
the technology needed to carry out certain tasks.
Offices should be designed to encourage interaction
between employees, both when they are working
and when they are away from their desk.
The space should be designed so that meetings
can happen on the go and un-announced. Spaces
should facilitate these meetings with touch down
areas located around the whole office environment.
Summary
1
2
3
Space trends – Open spaces create open cultures
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Space trends – Workplace optimisation for the future
86
Workplace optimisation for the futureUp to £135 billion each year is being
lost as a result of poorly designed
offices; from the high cost of real estate,
underutilised space and the wrong
furniture solutions to poorly integrated
technology. It is believed that up to 20%
increase in productivity could be gained
through more effective management of
this area alone [1].
The underlying theme of future workplace
trends, whether it is technology’s
influence on the new generation or
workplace design, is one of optimisation.
People, offices and collaboration tools
need to work smarter, not necessarily
harder, to generate operational efficiency.
There are new ways of working and
new tools to leverage efficiency. Whilst
technology enables employees to
work anywhere in the world, the office
environment should provide a motivational
and efficient space in which to work
where employees are happy, comfortable
and supported.
When asked about the objectives of
organisations who seek guidance on
how to improve or better understand
their workplace, Tim Oldman, Founder of
Leesman Index summed it up perfectly.
“To provide a better environment that increases the engagement of the employee, the pride of the employee and the productivity of the employee are the key performance drivers for a corporate organisation. It’s an improvement, error elimination, process that those organisations are adopting it for primarily.”
Workplace optimisation is not
fundamentally about cost saving, but
improving efficiency. Cost saving can
indeed be a positive side effect to
successful workplace strategies, but
it is not always the driving force.
20%Productivity can be increased by 20% in well designed offices
“ 54% of CEOs plan to focus on improving operational effectiveness in 2013. ”
Derrick Tate, Assistant Director,
PricewaterhouseCooper Real Estate Advisory.
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87
Workplace: 12/1.3/80 These three numbers need to be
remembered and understood. They describe
where the best workplace leaders are
moving to in terms of average occupancy
efficiency across their offices:
• 12 square metres (net internal area)
per workspace
• 1.3 supported occupants
per workspace
• 80% utilisation per workspace
If your existing numbers are 20/0.8/50, then
moving to 12/1.3/80 represents a staggering
63% improvement in efficiency. [6]
Increase occupancy efficiencyOpen and collaborative spaces
enable offices to reduce their footprint.
‘In traditional offices with assigned personal desks, average desk occupancy rarely rises above 50%’ [2].
A flexible working policy introduced
in PricewaterhouseCooper’s offices in
Birmingham, where the staff to desk
ratio of 1.8:1 was introduced, saw the
cost per person fall 41% from £5,780
to £3,400. Over the course of a ten
year period, this is likely to save PwC
approximately £30m with the initial
investment of £7.5m paid back within
three years [3].
Research conducted over two years
by office furniture maker Herman Miller
using chair sensors found that the
average private office is unoccupied
77% of the workday, in use just 1.84
hours [5]. Improving occupancy rates
can have a significant effect on
productivity and efficiency.
“ Nobody would consider building a manufacturing facility that they intended to use just one-third of the time...And yet that’s what we routinely do with workspace [4]. ”
Mark Golan, Cisco vice president
for WPR.
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88
Make the most of your spaceAs offices take advantage of a flexible
workforce and new technology,
companies will look to ‘right sizing’ –
strategically reducing or adapting
space and headcount to improve
efficiency. Fundamentally it is about
making better use of what is available
and avoiding what has been defined
as ‘spaceless growth’.
A recent research survey from Citrix
reported that by 2020 organisations
are set to reduce office space by
almost a fifth; the workplace will
provide just seven desks for every
ten office workers, with each person
accessing the corporate IT network
from an average of six different
computing devices [7].
This trend has also been reflected in
the BCO (British Council of Offices) in
their Specification Guide, which now
recommends office design occupancy
density levels at 8-13 square metres,
compared with the 12-17 square
metres in the 2005 Specification
Guide [8].
For many organisations, the prospect
of physically ‘down-sizing’ may not be
an option because they are tied in to
rent agreements or repayments on a
fixed space. ‘Right sizing’ is therefore
about using office space as efficiently
as possible; about using one space for
more than one reason.
This has led to the changing role
that certain office facilities play in
the workplace, for example the staff
restaurant. Whilst the staff restaurant
has changed and developed in the
last decade, with the evolution from
subsidised canteens to corporate
restaurant spaces, some predict it may
change even more in the future.
“ We could see a reduction in the number of staff restaurants at corporate organisations in some industries, as the focus changes to providing more café style offers that can be used throughout the day for both eating and informal meetings. We will start to see the traditional staff restaurant space used as more than just a restaurant, as companies look to optimise usage of their facilities. ”
Stuart Everson, Founder of
Everson & Partners
Space trends – Workplace optimisation for the future
89
Outsourcing is on the rise‘Britain is braced for the biggest wave of outsourcing since the 1980’s’ [9].
As the people power movement
continues, combined with the
increasing influence of technology,
more people will work individually on
a contractual basis. Outsourcing will
affect and influence both multi-national
organisations and individuals alike.
Outsourcing is, “a cost effective and time-efficient business function. It can allow a business to gain competitive advantage through the allocation of specific function to a specialist external service provider” explains John Ellis,
MD at Nexus.
The question of whether to outsource or
not has never been more relevant than
in this current economic climate. The
anticipated growth in the contracted-
out sector is directly attributable to
the rising trend in companies wanting
to focus on their core activities in
challenging economic times [10].
The public sector is now the largest
outsourcing sector in the UK. The value
of government contracts awarded to the
private sector doubled over four years
to £20 billion. This figure accounted for
63% of public sector outsourcing in the
UK in 2012. The number of services
contracts awarded by the government
to the private sector rose by 7% in
the four years preceding 2012, their
combined value growing from £9.6bn
in 2008 to £20.6bn in 2012 [11].
As witnessed with the changing
employee relationships in the
workplace, the relationships between
clients and FM providers has also
changed. “As outsourcing has evolved in a more strategic way, cooperation, collaboration and co-development are required in order to achieve a mutual goal. Therefore, a close and long-term relationship is needed to achieve a sustainable competitive advantage” [12].
“ 60% of contracts are outsourced in the UK, with a total potential value of £125 billion. ”
Derrick Tate, Assistant Director, PricewaterhouseCooper Real Estate Advisory
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90
Create partnerships for the futureOver time, with the growth and
globalisation of companies,
there will be a shift towards Total
Facilities Management (TFM)
and Global TFM contracts as
organisations look to leverage
efficiencies from their increased
size and budgets.
As within the relationship between
employees and employers, trust
and collaboration is key between
FM provider and the client. These
characteristics are built over time
and it is only after working together
will the true efficiencies of long-
term relationships become evident.
Sodexo and AstraZeneca: A partnership case studyAstraZeneca’s objective is to make
the most meaningful difference
to patient health through great
medicines. Sodexo’s aim is to
facilitate all their workplace services
so that all AstraZeneca employees
can work to their optimum potential.
As the FM provider, Sodexo enable
AstraZeneca staff to get on with
their day job.
Since the very beginning of the
partnership, Sodexo has been able
to demonstrate how (and where)
they could improve and add value
to the contract – they have spent
time truly understanding the needs
and requirements of AstraZeneca
staff. This partnership has enabled
AstraZeneca to deliver its core
business targets.
Sodexo is not the only provider
to work in partnership with
AstraZeneca. They have a range of
16 suppliers within their ecosystem
who work together mutually for the
benefit of the client.
Space trends – Workplace optimisation for the future
91
Wave 4Companies seeking new
geographies for growth and multinational coverage,
particulary in developing economies
Wave 3Total facilities management
companies consolidatetheir markets
Wave 2Multi-service companies
acquiring additional services
Wave 1Single support service
acquiring sameservice businesses
Market Maturity
Single Service Multi Service Total FacilitiesManagement
Global TFM
M&
A W
aves
Glo
bal
isat
ion
Del
iver
yM
od
els
Growth
Space trends – Workplace optimisation for the future
92
According to the latest MTW research
report on the FM market, there is
optimism ahead for the outsourcing
market. Some organisations have
highlighted ‘an apparent growing preference for single service providers boosted by the perception of a greater ‘leverage’ a client may have over a smaller FM provider’ [14].
However, on the contrary, research
from MCi predicts that the UK FM
market will grow by approximately 2%
each year until 2017, “the continued trend towards outsourcing is expected to ensure future growth opportunities for facilities management companies, with bundled services and integrated solutions, in particular, showing the strongest growth potential” [15].
This demonstrates (as it does
with employees in the workplace
environment) that there cannot
be a one size fits all approach.
Some companies will always
seek single service providers and
choose to work with a number
of different contractors. Other
organisations, by contrast, look
to leverage the efficiencies from
using one TFM provider to cover
all services. There is no right or
wrong and forging partnerships
will be important for both
routes- with outsourcing on
the rise there is likely to be
an increase in both options.
As with in the office environment,
the future of FM is built around
‘Collaboration,’ ‘Engagement’,
‘Partnership’ and ‘Flexibility’.
Creating long-term and
sustainable partnerships in FM
will be key to future success. FM
providers may no longer be seen
as simple service providers, but
solution partners.
% of Facilities outsourced % of Organisations
51-75%
75-100%
0-25%
26-50%
28%
38%
23%
11%
[13]
Space trends – Workplace optimisation for the future
93
We are fundamentally much more
transparent in our approach to
life, both personal and work. This
transparency is not only seen
between employees in the workplace,
but between employers and other
organisations. The availability of
information and the ‘right here, right
now’ mentality in which we breed is
starting to have an influence on how
organisations conduct their business.
Creating partnerships whereby both
service provider and client can work
together makes business sense.
By 2017, it’s predicted that we will see
a 17% increase in the TFM sector, with
annual growth fluctuating between
2% and 4%. “This projected growth is partly a reflection of FM companies adopting a more partnership-based approach and providing more tailored services” [16].
As organisations come to expect more
from their contractors, as employees
are from their employers, relationships
will change. Open, honest and
longer term partnerships will be
formed if clients and contractors
are to work in synergy, with both
parties aiming to reduce costs and
increase productivity, efficiency and
collaboration.
“ 15% of the value of a contract is lost due to inefficiencies in managing the relationship and collaboration between the two parties. ”
Andrew Humphries, CEO of SCC Index
“ We will have to work closer with our partners and actually create real partnerships so that we grow. Clients don’t need just a contractor relationship anymore, they need a partner. They want an expert partner; someone that is going to bring substance and value to their partnership. They want a real working relationship. ”
Chris Sheppardson, MD of Chess Executive
Space trends – Workplace optimisation for the future
94
Everything and everyone is being encouraged to work smarter (and often harder). All
types of organisations are trying to really leverage the best out of their teams, their
technology and their office space
Up to £135 billion is being lost each year as a result of
poorly designed offices. Workplace optimisation is about
improving efficiency and not simply cutting costs.
Flexible working schemes can reduce costs. One such
scheme from PricewaterhouseCoopers saw the cost per
person fall 41% - potentially saving the company £30 million
over a ten year period. Research shows that by 2020
organisations are set to reduce office space by almost 20%.
It is predicted that by 2017 the TFM sector will see growth
of 17%. Strategic partnerships for the future are key. 15%
of the value of the contract is lost due to inefficiencies
in managing the relationship between the parties.
When looking at workplace optimisation, the implications are huge
Organisations and external FM providers need to continue to
work closely together. As FM touches the lives of everyone in
an organisation on a daily, if not hourly basis, it must be seen
as a core business function rather than (as it sometimes can
be ) a necessary but rather peripheral business activity.
Flexible working schemes will mean offices could
reduce in size - space allocated for office needs
will need to be as efficient and cost effective as
possible. The numbers to watch are 12/ 1.3/ 80.
The partnership between FM provider and client
should constantly be reviewed and managed.
Longer term contracts may become more common
place as both partners work together.
Summary
1
2
3
Space trends – Workplace optimisation for the future
95
AcknowledgementsSodexo would like to specifically thank the following people for
their time, effort and support on this project:
• Tim Oldman, Managing Director, Leesman Index
• David Emanuel, Managing Director, i-FM
• Nigel Oseland, Director, Workplace Unlimited
• Doug Shaw, Founder, What Goes Around Limited
• Frances Quigg, Senior Manager, Vodafone Better Ways of Working
• Kylie Nelson, Head of Business Services, Macquarie Group Limited
• Nic Marks, Founding Director, Happiness Works
• Irena Czerski, Happiness Works
• Simon Jordan, Managing Director, Jump Studios
• Dan Wardle, Director, Surveyab Limited
• Kevin Watters, Services Manager, Allianz
• Hazel Hunter, Northern Ireland Police Force
96
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http://www.accountancylive.com/croner/editorialDetails/category/Development/Careers/editorial/Women-rise-up-as-glass-ceiling-begins-to-crack
http://www.accountancylive.com/croner/editorialDetails/category/Development/Careers/editorial/Women-rise-up-as-glass-ceiling-begins-to-crack
http://www.bbc.co.uk/news/business-20223264
Office for National Statistics – Labour Market Social Trends 41
http://www.sodexo.com/en/corporate-responsibility/diversity-inclusion/priorities/women.aspx
http://www.bbc.co.uk/news/uk-politics-20295439
http://www.ft.com/cms/s/0/354e0ac8-7f06-11e1-a06e-0144feab49a.html#axzz2MgKsO4U5
http://www.bbc.co.uk/news/business-20223264
http://www.telegraph.co.uk/women/womens-business/9673548/Companies-will-still-refuse-flexible-working-requests-so-who-cares.html
http://www.bbc.co.uk/news/uk-18187449
http://www.jobshout.co.uk/recruitment_2020_a_changing_workforce.html
‘Women on Board’ April 2013
http://www.bbc.co.uk/news/business-22089232
“The Bottom Line: Corporate Performance and Women’s Representation on Boards”, L. Joy, N. M Carter, H. M Wagener, S. Narayanan, Catalyst, 2007
‘Women on Board’ April 2011
Government Equalities Office, 11 March 2010
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Social trends – The composition of the workplace is changing
97
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http://www.today.ucla.edu
http://www.bbc.co.uk/news/business-19639048
Marie Puybaraud, Director Global Workplace Innovation, Johnson Controls
I-FM “Ten Trends for 2013” Published: 8th November 2012 by Paul Statham
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http://www.techterms.com/definition/cloud_computing
http://www.knowledgeinfusion.com
http://www.cloudhypermarket.com - http://www.cloudhypermarket.com/whatiscloud/CloudUptake
Have we got our heads in the cloud? An exploration into the impact of Cloud technology on real estate
www.http://searchnetworking.techtarget.com
http://www.workplaceunlimited.com/
Have we got our heads in the cloud? An exploration into the impact of Cloud technology on real estate
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http://www.mythinpc.ca/content/features-and-benefits
http://www.techrepublic.com/blog/smartphones/infographic-the-power-of-mobile/4266
http://www.trainingzone.co.uk/blogs-post/bring-your-own-device-and-next-generation-learning/183905
http://www.businesscomputingworld.co.uk/generation-y-are-putting-an-end-to-9-5/
http://www.computerweekly.com/opinion/Bring-Your-Own-Device-in-the-Enterprise
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Social trends – Technological changes dictate how we work
98
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Mark Duddridge, Managing Director, Ginsters
Rethinking Voice for Sustainable Business Success
http://visual.ly/sitting-killing-you
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Kylie Nelson, Head of Business Services, Macquarie Group Limited
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Johnson Controls Global Workplace Innovation: Generation Y and the Workplace Annual Report 2010
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http://www.goodtherapy.org/blog/natural-lighting-increases-productivity-0104112/
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Kellert, Stephen R., Judith H. Heerwagen, Martin L. Mador, Biophilic Design, Edward 0. Wilson, Chapter 2: The Nature of Human Nature, Wiley, 2008
Leesman Review: Issue 8
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Social trends – The world wants to be a healthier place
99
Sourceshttp://www.businessnewsdaily.com
http://www.ons.gov.uk
http://www.toyota.co.uk
Doug Shaw, Founder, What Goes Around Limited
http://www.ft.com/cms/s/0/433c196e-8a35-11e2-bf79-00144feabdc0.html#axzz2OAllvYPF
Future Work: How Businesses Can Adapt and Thrive in the New World of Work, Alison Maitland & Peter Thomson
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Ofcom communications market 2012 report
http://online.wsj.com/article/SB10001424052702303630404577392321560456012.html
http://www.innocentdrinks.co.uk/blog/2007/may/lifting_a_big_r
http://www.telegraph.co.uk/news/uknews/9671173/Nick-Clegg-unveils-plan-for-flexitime-working-patterns.html
http://www.telegraph.co.uk/women/womens-business/9673548/Companies-will-still-refuse-flexible-working-requests-so-who-cares.html
http://www.computerweekly.com/opinion/UK-businesses-prove-work-life-balance-policies-can-improve-a-firms-bottom-line
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People trends – Work and life as one
100
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http://realbusiness.co.uk/article/14691-two-in-five-professionals-now-work-remotely-part-of-the-week
Business Change “The Evolving Workplace” (2008)
Knoll Workplace Research ‘Five Trends that are Dramatically Changing Work and the Work Place’
http://www.microsoft.com/en-gb/business/news/Flexible-working-important-to-employees-801537204.aspx
http://news.o2.co.uk/?press-release=o2-releases-the-results-of-the-uks-biggest-ever-flexible-working-pilot
http://bdaily.co.uk/opinion/01-02-2013/will-flexible-working-transform-businesses-working-culture/
Department for Work and Pensions - http://www.dwp.gov.uk/docs/family-friendly-task-force-report.pdf
Future Work: How Businesses Can Adapt and Thrive in the New World of Work, Alison Maitland & Peter Thomson
http://www.bbc.co.uk/news/business-19594518
http://www.cipd.co.uk/binaries/5790%20Flexible%20Working%20SR%20(WEB2).pdf
http://www.i-fm.net/
http://thenextweb.com/uk/2012/02/22/home-sweet-home-60-of-uk-employees-could-be-working-remotely-within-a-decade/
http://www.workwiseuk.org/articles/?article=virgin-media-business---top-tips-for-effective-remote-working
Future Work: How Business can Adapt and Thrive in in the New World of Work
European Working Conditions Observatory - http://www.eurofound.europa.eu/ewco/2011/09/UK1109039I.htm
Future Work: How Business can Adapt and Thrive in in the New World of Work
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People trends – Working any time, anywhere
101
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http://khpi.com/respectthebook
http://www.management-issues.com/2011/10/20/opinion/give-employees-what-they-really-want.asp
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http://www.guardian.co.uk/science/2010/jul/11/happy-workers-are-more-productive
Teresa Amabile and Steven Kramer, “Employee Happiness Matters More Than You Think http://www.businessweek.com/debateroom/archives/2012/02/employee_happiness_matters_more_than_you_think.html
http://www.metro.us/philadelphia/lifestyle/career/2013/03/10/they-wouldnt-call-it-work-if-it-was-supposed-to-be-fun-right/
http://stopdoingdumbthingstocustomers.com/
Office For National Statistics
The Evolving Workforce. Report #2: The Workforce Perspective http://i.dell.com/sites/content/shared-content/campaigns/en/Documents/Report2_The_Workforce_Perspective_Global.pdf
http://www.belfasttelegraph.co.uk/news/local-national/republic-of-ireland/home-workers-under-more-pressure-28681037.html
http://www.mmchr.com/the-importance-of-trust-in-the-workplace/
http://www.greatplacetowork.com/publications-and-events/blogs-and-news/1491-creating-great-workplaces
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People trends – The rising power of people
102
Sourceshttp://www.happinessatworksurvey.com/
www.hrmagazine.co.uk - http://www.hrmagazine.co.uk/hro/news/1020904/uk-employees
http://www.globoforce.com/gfblog/2012/64-of-uk-employees-would-leave-jobs-for-better-recognition/
http://humanresources.about.com/od/retention/a/manager_role.htm
http://www.employeebenefits.co.uk/resource-centre/analysis/the-workplace-as-a-benefit/367.article
http://www.telegraph.co.uk/finance/jobs/9462658/Most-Brits-not-proud-of-their-jobs.html
http://leesmanindex.com/
Future Work: How Business can Adapt and Thrive in in the New World of Work
http://www.building.co.uk/the-future-office/5048976.article
http://lcp.org.uk/index.php/2012/10/what-do-generation-y-value-physical-surroundings/
http://www.morganlovell.co.uk/office-design-news/sustainable-office-design-helps-firms-attract-top-talent$800534725
http://info.claremontgi.com/blog/bid/274299/the-changing-nature-of-brand-expression-in-office-interiors-projects?utm_source=linkedin&utm_medium=social&utm_content=d568e176-3816-4901-afa5-2429650a9519?utm_source=linkedin&utm_medium=social&utm_content=920885b1-d493-4f45-940d-1397f9d2561d
http://www.businessinsider.com/how-to-create-a-fearless-office-culture-2013-2
Mark Duddridge, Managing Director, Ginsters
https://hr.blr.com/whitepapers/Staffing-Training/Employee-Turnover/Strategies-for-Retaining-Employees-and-Minimizing-
Future Work: How Business can Adapt and Thrive in in the New World of Work
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Space trends – To be the best, attract the best
103
Sourceshttp://silentedge.co.uk/news/open-plan-offices-reflect-changes-in-corporate-culture/
http://www.movehut.co.uk/news/open-plan-offices-favoured-but-at-what-costs-1212/
http://www.personneltoday.com/articles/22/01/2009/49173/open-plan-offices-spread-germs-and-stress.htm#.UUbsaBy9mwU
Generation Y and the Workplace Annual Report 2010, report by Johnson Controls
http://www.colliers.com/en-us/experts/activitybasedworkplacedesign
http://www.colliers.com/en-us/experts/activitybasedworkplacedesign
Future Work: How Business can Adapt and Thrive in in the New World of Work
http://www.theanywhereorganisation.com/2011/06/chance-meetings-encouraging-the-bump-factor/
DeMarco and Lister, 1987 from AMA Alexi Marmot Associates, London, UK “Environments for Successful Interaction”)
http://www.forbes.com/sites/kevinkruse/2012/08/25/facebook-unveils-new-campus-will-workers-be-sick-stressed-and-dissatisfied/
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Space trends – Open spaces create open cultures
104
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http://www.flexibility.co.uk/flexwork/offices/space-sharing.htm
Flexible Working Benefits, Collated Evidence and Case Studies, September 2012, http://www.workplaceunlimited.com/2012%20WPU-OP-01%20Flexible%20Working%20Benefits.pdf
http://www.cisco.com/web/about/ciscoitatwork/collaboration/connected_workplace_web.html
http://www.colliers.com/en-us/experts/activitybasedworkplacedesign
Facilities Management “New Needs, New Solutions” (2012)
I-FM “Ten Trends for 2013” Published: 8th November 2012 by Paul Statham
http://agile.org.uk/2012/10/11/spaceless-growth-hidden-opportunity/
www.ft.com - http://www.ft.com/cms/s/0/7d8072aa-aa89-11e1-899d-00144feabdc0.html#axzz2NPxS12hJ
http://www.fmlink.com/article.cgi?type=News&archive=true&title=Outsourcing%20versus%20Insourcing%20in%20a%20Cost-Cutting%20Climate&mode=source&catid=-1&display=article&id=30988
http://www.localgov.co.uk/index.cfm?method=news.detail&id=108672
http://www.outsourcemagazine.co.uk/articles/item/4971-look-after-your-outsourcing-relationship-to-make-it-successful
“The changing shape of facilities management procurement”, Interserve
http://www.i-fm.net/news/optimism-returning-to-fm-market
http://www.i-fm.net/news/return-to-growth-for-fm-market
http://www.i-fm.net/news/return-to-growth-for-fm-market
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Space trends – Workplace optimisation for the future