Evolution of the Workplace

Today, many within the interconnected facilities, real estate and human resources functions are tasked with designing an experience that not only supports the business, but also supports the people who enable the business to thrive. Beyond cost per square foot and lease terms, the evolution of real estate and the workplace experience continues to progress to more people-centered metrics, reinforcing the role that real estate plays in supporting the individuals who power the business. While the goal is not to overburden facility managers with additional responsibilities, they are in a unique position to work across various functions to drive success, aligning aspects of the workplace experience that support diversity, equity and inclusion (DEI) with organizational objectives.

Understand the workforce

With a people-centric perspective on the evolution of the workplace, consider a focused effort on the hybrid experience, attraction and retention of key talent, and enabling people to be the best versions of themselves. Achieving success begins with fostering an engaged and diverse workforce.

One of the first steps is understanding the demographics of an organization’s existing employee population and the pool of potential talent available. HR plays a key role in collecting and gathering data on a workforce population, including age, gender, ethnicity and other demographic characteristics. FMs can work with HR to pull the essential information regarding the employee population through surveys, focus groups, workshops and interviews. Beyond demographic information, these data gathering efforts can include assessments on employee satisfaction, perceived productivity and engagement metrics. With this information, those tasked with creating and reinforcing the organizational culture can better understand trends and behavioral patterns, targeting solutions that align the workplace experience with the needs of employees and goals of the organization.

Across generations, more individuals are prioritizing personal well-being, work-life balance and a sense of purpose, even at the expense of increased salaries and promotional opportunities. While the specific aspects of well-being may vary based on generational or phase-of-life differences, recognizing these unique needs and tailoring solutions is a critical component to creating an engaging and supportive workplace experience. Exploring these solutions requires collaboration between FM, HR, real estate functions, information technology (IT) and business leaders. This is not meant to be an exercise in customizing solutions for everyone within the organization, but rather becoming more thoughtful about the options available to each employee to ensure their experience works for their professional and personal needs.

Looking forward, organizations that align their workplace with the needs of existing and potential talent will have an edge over those attempting to return to an old way of working. Many leaders are still navigating return-to-office tension with their employees; but some, like MillerKnoll Vice President of Global Research and Insights Ryan Anderson, recognize that it should not be about a “return to anything – it starts with looking forward.” This applies to the workplace design and the operations and policies that guide behavior within an office environment.

Evolution of the workplace

Exploring the elements of the workplace experience that impact employee well-being, retention and productivity, Stok released a publication earlier this year, sharing survey results from a select group of industry professionals and their views on changes that may impact the employee experience. Results found that in addition to design elements such as access to daylight and views of nature, a hybrid work policy and increased flexibility in work hours were among the top five investments an organization can make to positively impact employee well-being, retention and productivity.

SUPPORTING THE WHOLE PERSON

DEI-informed Approach

The shift toward hybrid work strategies highlights the importance of DEI in organizational priorities. DEI initiatives are intended to promote equitable representation, opportunities and experiences for all employees, regardless of demographic differences. Hybrid and remote work policies can provide opportunities for individuals who may face constraints (geographic, mobility, neurodivergence) to contribute in or outside of the traditional office setting. In addition to creating a more supportive environment for existing employees, remote work policies allow organizations to access a broader talent pool, bringing in a wider range of perspectives and expertise.

Increased flexibility continues to be a priority for DEI initiatives and is particularly impactful for working parents, especially working mothers and single parents. Future Forum’s spring 2022 Pulse survey published data indicating that while 80 percent of workers want flexibility in where they work, 94 percent of workers want more flexibility and control in when they work; yet at the time of publication, almost two-thirds of respondents indicated they had little to no ability to adjust their hours.

Hybrid & flexible work schedules

Technology and workplace design that provide equitable representation for in-person and virtual contributions and collaboration is key for supporting the hybrid work experience. This includes creating spaces whereby information is easily accessible to both remote and in-person participants, and the experience created through technology and workplace settings allows for equitable contributions from all participants. Beyond design, clear guidelines and policies through partnership with HR and people managers can bring additional support to a hybrid model. In Bright Horizons’ 2023 Modern Family Index, research indicated that working parents are still struggling. To balance their needs at work with their responsibilities at home, 41 percent of hybrid or fully remote parents feel “they need to hide their personal obligations from others in their workplace,” due to a lack of guidance regarding how to navigate work and parenting at the same time.

Collaboration for long-term engagement

While many organizations are attempting to provide flexibility by empowering and enabling management to adjust guidelines to the needs of their teams, there is often little support or guidance provided for these managers to make these decisions. This puts significant strain on managers who may already be overloaded with responsibilities. More importantly, the lack of guidance for and accountability of managers when it comes to hybrid and remote work policies will result in a broad range of employee experiences – some negative, with potential discrimination issues for the organization.

Facilities, real estate and HR leaders all play a role in addressing challenges that may arise from a hybrid work strategy. Together, they can agree on policies that promote work-life balance, set clear expectations for employees and managers regarding accountability and metrics for workforce evaluation, and establish guidelines for effective collaboration between in-person and remote employees. Clearly defined best practices and consistent training for managers will enable them to make well-informed and equitable decisions when exploring flexible work arrangements for their teams.

Policies and guidelines, intended to foster engagement, are strongest when supported by the design and operations of the workplace. The amount of square footage needed to support a workforce should be the result of an equation, not the start. As FMs develop an understanding of the needs of their employee population, providing flexibility for staff, and for the organization’s real estate and workplace approach, can set businesses up for success. Humans will continue to evolve, and the workplace needs to evolve with them.

Fostering a positive workplace experience – for both in-person and remote staff – begins with understanding the needs of the organization’s employee population, designing and reinforcing policies that support the whole person, and a focus on long-term engagement. The workplace has come a long way in its evolution, and the shift toward a people-centered approach is gaining momentum. Among many other essential functions, FMs can set their organizations up for success by working together with cross-functional teams to align design, operations and policies to create and reinforce a positive culture that embraces diversity, equity and inclusion, allowing everyone to be the best version of themselves.