....70 percent of employees are "disengaged"

The Gallup Organization, famous for its research, estimates that 70 percent of employees are "disengaged," meaning they’re no longer committed to the company. It's evident in positions from executive officers to front-line employees. This "I don't care" attitude is hurting businesses in a big way. What’s going on? Why all the apathy? It could be that the wrong employees are being rewarded.

Most organizations want to blame employee apathy on wages and benefits, but they actually do not play a big role in why people stop caring about their jobs. The overwhelming majority of employees stop caring because of the way they are treated every day. Surveys show that lack of appreciation, lack of teamwork and the perception that the company doesn't care about loyal employees are consistently the highest-ranked reasons for low job satisfaction.

Many managers are nice people who manage by negative reinforcement—demonstrated not by what they do but, rather, by what they don't do. Chances are, these same managers are focusing their energy and attention on those employees with behavioral problems. If loyal employees aren't recognized and appreciated for their contributions, they'll be far less motivated to care about the success of the company. Sometimes, even the best employees will go through rough spots but will bounce back with more energy and loyalty when the company stands behind them with clearly defined expectations, quality training and positive feedback.

Gallup estimates that actively disengaged workers in the United States miss 118.3 million more work days per year than their actively engaged counterparts. Harder to measure are their higher healthcare, workers’ compensation, and safety costs.

But disengaged employees who show up and simply go through the motions of work cause the biggest problem. It's reflected in everything they don't do and their constant complaints. It's the negative effect their attitudes have on their co-workers and customers. This problem has become so common as to create a new word, "presenteeism."

Gallup found that the cumulative effect of disengaged employees consistently reduces customer loyalty, sales and profit margins. An "I don’t care" attitude by employees translates to an "I don't care to do business with you" attitude by customer.

Sorry...but I care too much and have far too much pride in my work.....to simply go through the motions. That must be what sets me apart from the 70% that do.....

....help me with my office! (part 3-final)

Part 3 and final of: 'Help me with my office!'

Remember....Once you’ve identified your biggest issues, decide which ones you want to attack. I recommend that companies evaluating an office redesign project identify four or five priorities to tackle, such as increased collaboration, improved productivity, or more efficient use of space.

Goal: Weigh the merits of a redesign or “restack” versus relocating to bigger digs.

Once you’ve identified where your workplace lacks logic, it’s time to assess what can be done. Depending on the scope of your problems, your imagination, and your budget, the next thing you’ll have to decide is if it’s better to reinvent existing space or move. This is tough to do without an office professional.

Typically companies try to stay where they are as long as they can. It’s very expensive to move. When companies are bursting at the seams, the solution is often a “restack”: reorganizing cubicles into smaller spaces — such as a six-by-six instead of eight-by-eight — in order to fit more people onto a floor. I am sure all workers are excited about this corporate decision (yawn...)

Of course there are downsides to extensive redesigns. They’re often so invasive, noisy, lengthy, and messy that a company may need temporary space during the design’s execution, which is why some companies decide that moving to a preconfigured space is easier than living through a reconfiguration. Today companies that know they’re in growth mode often are able to secure short leases — meaning that leaving a crowded space is easier than in the past.

Technically Speaking--How much office do you need?

Here are some space guidelines:
• Executive office space: 241 square feet (down from 291 square feet in 1987)

• Senior professional: 98 square feet

• Call center employee: 50 square feet

• President/CEO/Chairman: 250 to 400 square feet

• Vice President: 150 to 250 square feet

• Executive: 100 to 150 square feet

• Employee: 80 to 125 square feet

• Conference room: 25 to 30 square feet per person

• Lunch room: 15 square feet per person for dining, and a food-preparation space roughly one-third of the dining area

• Reception area: 150 to 350 square feet

Goal: Improve upon your design over time by continuing to ask for feedback and make adjustments.

After an office remodel, it’s easy for companies to sit back and rejoice that they’re “done.” But larger challenges may need to be hammered out over time. If employees don’t take to a new design after several months, you can’t force it.

The best approach is to acknowledge such issues and explain how you plan to handle them. Remind employees that this does not mean the design was a failure: That’s the attitude that begets the need for a big, expensive overhaul in five or ten years. Continual adjustment is a saner, cheaper, and more flexible way to keep spaces up to date.

Some adjustment difficulties, of course, are psychological rather than physical. This is especially true if the company’s office redesign or relocation came on the heels of a merger or acquisition — a time when the combination of changes in cultural and physical space can unsettle employees. Human resources may need to get involved in order to massage egos accustomed to bigger or more luxurious spaces.

Checklist

A clean, well-lighted place--in a recent report titled “Innovative Workplace Strategies,” the U.S. government’s General Services Administration (GSA) offered a list of “Hallmarks of the Productive Workplace.” If you’re overseeing a redesign post-mortem, or if you plan to take a periodic look at how the workplace continues to function in the coming quarters, here is a list of elements the GSA recommends examining:
• Spatial equity: Do workers have enough space to accomplish tasks?

• Healthfulness: Does the workplace offer clean air and water, sufficient artificial and natural light, and freedom from distracting noises and smells?

• Flexibility: Can the workplace be rapidly adjusted to respond to industry-related challenges?

• Comfort: Can workers adjust light, temperature, furnishings, and acoustic levels to their preferences

• Connectivity: Can on- and off-site workers share the same networks and data and communicate easily? Is there connectivity for workers who change work modes often — such as working from home and rotating among offices in “hotel” cubicles?

• Reliability: Are technology systems and physical plant systems (heat, cooling, and water) reliable and consistent? Are upgrades necessary as an expanding office pulls on resources?

• Sense of place: Does the workplace decor (office furnishings) and atmosphere mirror the company’s brand or mission? Does the workplace create a culture appropriate to the work done there?

Gone are the days when offices were typically cubicle, surrounded by white walls and lit by white fluorescent lights. Architects and designers constantly reexamine the changing workplace to solve problems and accommodate needs. Some of their innovations have played better than others.

Isn't it time you moved to the next level with your office environment by talking to an office environment expert? Need help? Call me...

....help me with my office! (part 2)

Continued from part one-'Help me with my office!'

Bad office layouts are made, not born. An office configuration that suited the way business was done even five years ago might be irrelevant now.

The best way to find out if your office is dysfunctional is to conduct a formal study. Create an “activity portrait,” a drawing of traffic patterns around the office, by shadowing employees for several days in a row.

Goal: Find out what they need up front, and keep them in the loop to avoid backlash.

Involving employees in an office redesign is a double-edged sword. On the one hand, it’s vital to know how they operate in order to create a space that’s more conducive to their work. On the other, asking them what they want can lead to unrealistic demands. As you gather input, be clear that you will try to address all concerns but that no one design can be perfect for everyone....at least mention it.

Once the new design has been chosen, let employees know what to expect, especially if the change will be significant. Make sure employees understand why the company is making each specific change. For example, if you’re moving people out of offices and into cubes, remind staff that the office now offers other perks: a souped-up dining area or benefits like concierge services, showers in bathrooms for lunchtime workouts, or a better cafeteria.

Two types of redesigns create “cultural revolt”: a move from closed-door offices to open office space, and a move in which two companies are merging and creating a new culture. With an office-to-cubes situation, companies need to up the ratio of conference rooms from one conference seat per three people to one conference seat for every two people. With a merger, managers should remind employees of their role’s significance, reassure them that their importance continues, and then offer a rational business context for why they may have to move desks or cede space.

Big Idea...

If the physical environment is bad — it’s cold, smells, or makes workers distracted — then employees won’t work well. No amount of organizational shoe-shining will change that… It’s Maslow’s pyramid — Psychology 101….the hierarchy of human needs as outlined by Abraham Maslow in 1943. According to Maslow, humans seek to satisfy a hierarchy of five types of needs, starting with the most basic physiological needs and ascending through a sense of safety, love and belonging, esteem, and self-actualization. If workers feel unhealthy they won’t be able to tap their higher selves in the office.

Goal: Make a list of the top priorities you want your redesign to address.

Once you’ve identified your biggest issues, decide which ones you want to attack. I recommend that companies evaluating an office redesign project identify four or five priorities to tackle, such as increased collaboration, improved productivity, or more efficient use of space.

At Group Health, a Washington-based insurer with 10,000 employees in more than 50 buildings, an in-house study quickly illustrated what the company’s design goals should be. The firm enlisted its employees to track their habits and found that at any given time, 40 percent of all cubicles or offices were sitting unoccupied. Many workers were in conference rooms or down the street at Starbucks, where they could more easily meet in teams. Others were toggling between multiple buildings and facilities. William Biggs, executive director of administrative services, asked his assistant to track his whereabouts. It turns out he spent less than 5 percent of his time at company headquarters.

This is the truth for a number of company leaders. Our work has moved from individual to team-based. We need to loosely pull groups together and then dismantle them, but that is difficult in a poorly-designed space. Based on the study, Group Health defined three design goals: First, the office needed more conference space. Secondly, cubicle sizes could shrink somewhat since workers were increasingly spending time outside of them. Finally, mobile workers like Biggs needed “touch-down” space where they could check their e-mail and make phone calls when visiting different divisions of the company.

Essential ingredients in the today's office....

Isn't it time you worked with an expert?
Furniture-Planning-Installation
rosecityoffice.com
-end of part two

....help me with my office! (part 1)

Gone are the days when offices were typically cubicle, surrounded by white walls and lit by white fluorescent lights. It is all about attracting that perfect employee...the new "it's all about me generation."

Years ago when I started in this industry....it was all about 'just jam as many people in a space as possible.' It is not like that anymore...and if you are an employer that "doesn't get it"....it might be too late for you. Seriously!

A whole new set of workers are on the horizon Mr. Employer...so think twice before you buy that super inexpensive laminate desk from China. The economy is starting to change and the oppressed worker wants more than a $59 chair with no arms.

Thanks to corporate giants like Google and Pixar that have demonstrated tremendous success despite their unconventional workplaces, more people are embracing the idea that creative work environment helps stimulate minds and inspire innovation.

According to a recent survey by Gensler, the prominent corporate architecture firm, half of all employees say they would work an extra hour per day if they had a better workplace. So why do so many companies maintain dark, cramped, ugly, or poorly designed offices?

Studies show that a well-designed office is one of the easiest and most cost-effective ways to retain workers and make them more productive. General Electric, Microsoft, and major West Coast insurer Group Health are just a handful of major organizations reaping the bottom-line benefits of smart, worker-oriented designs.

But if you want to do the office correctly....and attract talent (real talent)....how much should the boss budget for the office? ---Between $3,870 per person (open office design) and $6,447 per person (closed office design) to outfit an empty building, according to the International Facilities Management Association (IFMA).

Goal: Understand how well — or poorly — you’re using the existing floor plan.

Bad office layouts are made, not born. An office configuration that suited the way business was done even five years ago might be irrelevant now. The best way to find out if your office is dysfunctional is to conduct a formal study. Create an “activity portrait,” a drawing of traffic patterns around the office, by shadowing employees for several days in a row.

Whether you conduct an in-house study or hire a design consultant, the three key methods for gathering information are shadowing employees on their paths through the office; visiting conference rooms and desk areas every half hour to determine how they are being used; and asking employees to track their own movements and report back on how they spend their time. Here’s what to look for:

Space Layout---Study whether the layout of the building is helping or hindering employees in the quest to get work done. Shadowing workers for a few days will reveal wasted motion and inefficient organization of space.

-Red flags:

• Collaborative spaces are bunched at the far end of the building
• People whose jobs are highly collaborative do not naturally come into contact with colleagues during the workday
• Employees spend a lot of time in transit to meeting rooms, printers, copiers, and fax machines

Space Usage---Find out how often people are using existing spaces. Check in on what’s happening by stopping by cubicles and conference rooms every half hour.

-Red flags:

• An area is always empty
• An area is overcrowded
• Workers are competing for certain furnishings or equipment and not using others

Workarounds---Look closely at whether workers are using their space, furnishings, and equipment as intended. Does the environment support their process, or have they been forced to circumvent it?

-Red flags:

• Employees meet at a coffee shop because they can’t find common space
• Workers use drop-in space on another floor because the area around their desks is too loud
• They bring lamps from home to avoid harsh fluorescent lighting

If your study reveals a number of red flags, it’s time to hire an architect or office environment expert and find out how a redesign can improve the efficiency of your space.

Isn't it time you worked with an expert?

Furniture-Planning-Installation

 rosecityoffice.com

-end of part one

Carving Mr. Pinocchio's nose down to size...

Many years ago, Italian children’s author Carlo Collodi wrote a story about a wooden marionette, Pinocchio. This story comes to mind when people lie repeatedly – like Pinocchio, we imagine their noses growing as the lies get bigger. But what if you actually have worked for someone like this? What if every day, every week, throughout the year… and years….you watch as your boss begins to grow a nose? At first you think of it (of course) as a mistake until it happens again…and again…as you watch this boss “start to believe his own lies that he developed over the years.”

We have all seen someone tell little “white lies,” but what should you do if you watch his nose actually grow to legendary portions?

For me, I decided I could no longer “pretend” that he cannot control his “stretch of the truth” and this will be my final closure entry about his inability to tell the truth (as I have found since leaving that company, ALL who have dealt with Mr. Pinocchio are as disgruntled as well)...a day does not go by without someone asking me, "how in the hell did you put up with Mr. Pinocchio for so long?" Ensuring the fact that (although late) I made the perfect decision to move on with my life...after several months away from having my eye 'poked' by his growing nose...I am at a place I want to be....happy...

The story of my old boss goes something like this…….

It had been some time, since Mr. Pinocchio had become a real boy. And while initially he rejoiced in finding new life, soon enough life's troubles got to him. And so it came to be - that one night as Mr. Pinocchio sat desolate and alone staring at the sky, he caved in and summoned the Blue Fairy one more time..."Star shine star bright, the first star I see tonight, I wish I may, I wish, I might - have the wish I wish tonight!" And sure enough, a blue star glowed all the more blue and through a sliver of light appeared the Blue Fairy! "Tell me boy" - she said "Why do you look so sad?"

"I don't like being a real boy" he said. ‘There’s too much lie and deceit in people. And I find myself hurting again and again. I wish I went back to being just a wooden puppet - and never felt anything - never knew pain.' The fair lady smiled at his appeal and waved her wand as she turned him into a wooden boy and bent down and ruffled his hair, then waved her wand again to turn him back alive. And blew a soft breeze to straighten his hair, restore them back to once they were - once again.

"Tell me boy, would you rather be a puppet - or once more be a real boy!" Mr. Pinocchio remained silent for quite a while and pondered hard in his little mind. "Sure enough, I'd felt no pain. It would be nice not to feel pain." "‘But I really want a different wish because I cannot make up my mind and move forward in the same direction." ..."I don't know what I want anymore!" said the little man.

"I want my nose to grow when I lie or do anything bad. But not just mine, I wish everyone had a nose like mine that would grow and shrink with the deeds of the man." The Blue fairy smiled again. "Strange it is, that you see a gift in what I once punished you with - This I will grant you - Pinocchio my boy. From now on your nose will grow and shrink with every lie!"

And so Mr. Pinocchio slept relieved. He thought, at least the world would be simpler. Oh! Yes - it definitely would be. He had made the new rules of the world. For once a person's face, would tell you all there is to be. He would no longer be lied to and never would have to face deceit ever again in his little mind. At last, a person would be only as beautiful as he deserves to be!!! Wake up he did next day, and went on about his little day with much confidence and perky in his step. A friend he met, “Worker” was his name, they had promised each other to buy new shoes together - and exactly the same shoes - and wear it to school on the same day! The would be partners of sort in the little village.

But when Mr. Pinocchio saw his friend's shoes, they were old. "Ah! You have broken your promise to me Worker! You did not get your shoes", he said. And Worker replied - 'No, I did go to the shop. I did not like the new shoes. No I did not!’ And sure enough as Mr. Pinocchio had wanted, Worker's nose grew larger even as he saw. "Oh! Worker boy…. Let it be, I shall go on with my day without a friend - without thee!" "I no longer need you like I had intended before...you are worthless to me now."

And so Mr. Pinocchio went on. And every person he met, he expected him to lie. And he rejoiced in joy as he saw their noses a tad too big, ‘Oh yes, a tad too large... A very good friend the Blue Fairy has been. He thought! "I will have to thank her." And so he called her again and asked from the blue star, a favor once again. Once again through a sliver of blue light, the Blue Fairy came alive. "Finally, you look happy my boy! - Tell me how was your little day?" "Oh, I called to thank you - my fair lady.....everyone’s nose has grown long," he said.

"'Really!?'" - The fairy said. "To annoy you then, I should tell you, they are really not as you think. I set them straight, not a tad too long, not a tad too large!" Downcast and with a broken heart, Mr. Pinocchio asked, "Must you lie too. Why set them straight. Why not keep them large??"

"For all is not as it seems, my boy." she said.

"Did you know Worker's mother is sick? And with no money, the shoes, he could not buy. Walked he did all the way to the shop and then kept the money to tend to his mother. Buy shoes - he did not. Though tears in his eyes, there were to be. I loved him more, for what he did. Yes, he lied to you, but out of shame and not deceit. Had you bothered to ask, a good friend you might have been…."

Awful and ashamed Mr. Pinocchio felt now. 'Oh! Such a bad friend he was!'

"You seem to have noticed everyone's nose. You did not check yours? Did you not? - The fair lady asked." 'No, my lady I did not’ he said….as he saw with shock and horror, his own nose, had grown so very long, oh so large. "My lady, I did not do any wrong. I did not know about the Worker. How could I have known he did not deceive??? Tell me - why has only my nose grown large!!"

"You should have asked about Worker, he was your friend and was loyal to you for many, many years, Mr. Pinocchio. Instead you rejoiced in everyone's misery and delighted in their fall. Vengeance is never a virtue. It shall never be. It never was!" And so Mr. Pinocchio went completely silent as he realized what he had done. He did not know what to do. "Is there no one perfect? No one good - including me??" -he asked. "No, my dear" - The lady answered.

You see Mr. Pinocchio, "Like the fingers of your hand" - she said, "No one is powerful alone. But together as a hand, they are. Each one has its own purpose. Together you can build the world as it should be!" Then with a wave of her wand, she made Pinocchio's nose shrink back. Alas! A bit relieved he felt. He wasn't a bad boy he thought, not a bad boy after all......whew! He was thankful.....

"And sure I can make you of wood again. And sure you would never feel pain. But life as you have learned is strange and you will miss out on joy as well." "You are wise my lady. You know it all. But I get fooled by people's words and promises and believe them to be virtuous as they claim to be. I have been hurt many times only because I chose to believe!" - Mr. Pinocchio exclaimed. "In that you are right my boy. You should choose your friends carefully, in your case very, very carefully. But do not judge people - just so quickly. Do not always assume the worst in people without finding the truth. You know you are an evil thinker Mr. Pinocchio. The truth is often different - do not judge them - so hastily", the fair lady replied.

Mr. Pinocchio then sat back in his borrowed chair, folded his arms over his enormous belly, rolled his eyes into the back of his head and replied, “All people in the village love me and I am the most wonderful person…I am the closest to perfect as you will ever see Fairy!” “You should be happy to be able to grant me wishes!” "I am the best friend, the best boss, and best teacher of anyone available...you should see that clearly...all others do!" "People will be on a waiting list to work for me!" As he sits alone at his desk reading his emails......

And with that the Blue Fairy began to glow even more beautifully than ever before as she realized that sometimes she cannot save the ones that are not willing to save themselves (all the wishes in the world will not help this one)…this one has no clue what loyalty, friendship, and happiness is about outside his little shop....with sawdust on the floor....

Too charming and lovely to behold she was. She kissed Pinocchio on his wooden head and turned into a star once again.

It's Spring..."a time for change"

This has been a very, very long winter for me! I was snowed-in for almost a week...and after that...it seems to rain almost every day.

As soon as the sun peeks-out, everyone seems to run to the window like they have never seen sunlight before...pathetic. And besides that....the idiots that drive with studs on all 4 tires...in the rain....don't get me started.

Thank God it is spring! It's time for a new beginning...and time for me to find a new job. My 8 years are up!

Leaving a job isn't a crime. But many workers feel incredibly guilty about it and will even put off telling their boss, which actually makes it worse if it means your boss has less notice than he or she would otherwise have. The big thing to know is that you don't owe anyone an excuse or an apology for leaving. People leave jobs all the time -- it's normal. Any boss who isn't crazy knows its part of doing business. Simply be straightforward and professional about it, and you'll likely be surprised at how smoothly it will go....more to come.

WITH TODAY'S sluggish economy, most people who are employed can't help but breathe a little sigh of relief that they have a job--even if they don't really like it. Human nature is to retreat to the trenches in times of uncertainty, and those who would like to make a job change are left wondering whether it is safe to poke their heads out and take a look around.

The good news is that, despite the economic slowdown, it's still an "employees' market" in much of the U.S., with a significant labor shortage in many parts of the country. For example, a survey by the Connecticut Business and Industry Association and Andersen Consulting found that 75% of small and midsize businesses that responded are having trouble filling vacancies because of the shortage of qualified workers.

More to come....

Workplace Strategy Part 2

The trend in corporate offices today is to have fewer and smaller individual workspaces and a greater portion of the space dedicated to interactive uses in an array of functions and sizes.

The main function of the workplace is shifting toward intense interaction. Space is being optimized for all types of collaboration, ranging from large formal meetings to chance interactions as two people pass in the corridor. For quick transitions from one mode of working (collaborative) to another (heads-down), “thinking spaces” are needed for periods of concentration.

Some very large technology companies are targeting a metric of 50 gross square feet per employee in their Sales and Service offices, down from 150 today. They do not plan to accomplish this by drastically reducing the size of workspaces but by better supporting employees working remotely, recapturing underutilized workspaces, and providing more collaborative spaces. Achieving this metric is a gradual process. These companies recognize that a significant amount of remote work is already happening. The new design and management of the workplace gives these mobile employees “permission” to be away from their desk. As a result, individual work space is less in demand.

Part 2 of 2

Workplace Strategy Part 1

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)

Face it! It’s not as fun to do it by yourself…..

What’s funny is the fact that some customers see no value in the expertise of quality space planning capabilities. If I had a nickel for every time I heard, “we won’t need that service….we will do it ourselves.” Well obviously some feel they can do their regular ‘day job’ and devote a token amount of time to planning the layout of an entire office.

Honestly, offices have changed so much in the last 20 years that these customers….the ones that see no value in professional help….will someday be left in the dust. Why? As I explain the process…perhaps the process itself will answer the question.

Develop an interior space “Masterplan”
Before space planning and design of an interior project, someone (or group) must decide the direction or vision of the final interior plan (even before site selection is made). This will aid in the effort of “what type of space are we looking for?” If you don’t know your interior needs…how do you know where to begin?

It is an essential preplanning tool on all projects that range from medium to large scales due to their complexity. The primary purpose of a “Masterplan” is to determine the space, type of furniture, equipment locations in proximity to workers, and special needs of a company for move-in.

This Masterplan acts as a guide during the study and the preparation of space layout and the “type” of commercial space you are looking for. It is also a communication tool between the commercial real estate broker, your senior staff or advisors, your designer, and equally important, your office furniture team.

During the development of the Masterplan program, the furniture “programmer” will solicit detail information from the client about the company’s history, organization, operations, policies, personnel, and group requirements that make-up the company. Much of the programming effort focuses on quantitative calculations using basic unit takeoff that derives from revision of existing space standards from the company or from industry standards. This is why you need a professional.

The final “program book” includes overall space summary for move- in, personnel, and space projections for future, building feasibility analysis, space distribution analysis and planning recommendations for the new space. Programmers can generate additional company space statistics by comparing the types and usage of spaces between the company’s organizational units that are meaningful to identify growth patterns and planning directions. The statistic aims to provide interior space planners with additional information that will influence space layout decisions.

The nature of work is changing rapidly, and the workplace must adapt to keep pace. Technology allows knowledge workers to work anywhere at any time, improving their productivity while enhancing mobility both within and outside the office. In the office, employees can be freed from a static, dedicated space, thanks to technologies such as Voice over IP, wireless phones, and wireless computer networks. This allows them to seamlessly move from workstations to team rooms to private offices to café settings — wherever their work takes them within the office. In addition, these technologies allow employees to be productive when outside of the office setting as well, including at locations such as client sites, home, the local coffee shop, while traveling, etc.

Changes in the nature of work allow office environments to be managed as “on-demand” resources, with rooms and workstations allocated by reservation or on a first-come, first-served basis. The on-demand approach is often part of Workplace Strategy (WS) solutions.

If you are not concerned about the future of your knowledge workers, you soon will be. As baby boomers age out of the workplace there will be a shortage of high-end knowledge workers until the boomer’s echo generation develops the skills needed to replace them. If you are in a people-intensive business of innovating, building relationships or solving problems, the implications for your business are staggering.

What are you doing to improve employee retention?

Successful organizations realize employee retention and talent management are integral to sustaining their leadership and growth in the marketplace. Becoming an “Employer of Choice” by retaining high-caliber employees in today’s labor market should be the highest priority. An effective office environment can help.

…..next let’s discover the importance of Workplace Strategy and how that affects your Masterplan.