Despite the benefits of Workplace Strategy (WS), the introduction of change may initially be unsettling to both employees and managers. Even at companies where the value of WS is recognized, selling the concept and progressing to its implementation can pose challenges. Managers who have driven WS initiatives involving open-plan work environments, telecommuting, flextime, and on-demand space options report that objections about distractions and loss of privacy are common. For example, some employees insist that privacy is critical to their operations. But after further exploration, it may become apparent that they are expressing a personal desire rather than a true business requirement. It may also mean that providing a more varied set of space options, including individual privacy rooms throughout the space, can fulfill employee needs. Other common objections are from business unit managers who raise concerns about the upfront technology and furniture costs of WS, fear of lost productivity, as well as a personal sense of lost control when employees work in remote locations.
Most obstacles can be overcome with thorough planning and expert execution. Methods for getting buy-in more easily include: Aligning the WS program with the business goals: For example, if a business unit leader’s goal is to reduce costs, WS can be structured to produce savings in the intermediate or even short term. If the mission is to foster greater collaboration among business lines, open-plan environments and team rooms should be emphasized.
(Part 1 of 2)
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