Frequently asked questions

We fully understand the reality that achieving workplace transformation is difficult if you don’t get full commitment and alignment  at the highest level. This is why we work mainly with executive and leadership teams. This is especially important during discovery and design.

In the course of the  development phase,  there is a lot of opportunity to work with teams or groups of teams that are not at the executive level. We love working with these groups of people to achieve satisfying, measurable gains in job commitment, overall engagement, wellbeing and stress reduction and overall productivity. 

Workplace Strategy is a discipline that achieves alignment between an organisation’s property solution and their organisational goals. Property decisions can have far-reaching impacts on an organisation’s culture, delivery model and bottom line. Organisations with clear future goals tend to work closely with a Workplace Strategist to ensure that their property choices align with their future direction. Find out more about how not all Workplace Strategists are alike.

A Workplace Strategist is essentially a Management Consultant who assists with the design and development of your workplace solution. 

A Workplace Strategist will generally start with a Discovery phase, during which they will gain a clear understanding of your organisation’s status quo, in all the areas that are important to the design of your property solution.  

The Design phase is when your Workplace Strategist will advise your leadership team and key functional areas about the key features and requirements of your ideal workplace design. The modern workplace extends beyond buildings and workspaces. Ways of working are now integral to your workplace design. As such, your Workplace Strategist’s advice should understand and support ways of working that suit your organisation. 

A Workplace Strategist may also work with you during your organisation’s Development phase to  implement the workplace design that will support your organisation to achieve its future goals. Their role may be to work with functional areas such as your Facilities, Technology, People and Culture, and Change teams, to help them understand their role in implementing the workplace design. Find out more about how our process ensures your workplace redesign manages the people risks in your property solution.

An employees’ Workplace Experience is the positive or negative overall experience they have while working in an organisation’s workplace, both its workspaces and ways of working. It incorporates their individual experience of the buildings and spaces where they are located physically, including potentially their experience of working from home, and the experiences they have while working with their team and organisation to navigate traditional, flexible and new ways of working. 

Workplace Experience can be measured by two critical factors – Workplace Satisfaction, which is a person’s overall satisfaction with the workplace; and Workplace Support, which is how well a person feels and understands themselves to be supported by their workplace to do a great job. Workplace Experience also incorporates stress and wellbeing, productivity, communication, teamwork and camaraderie and measures of these provide valuable insights into the two key factors of Workplace Satisfaction and Workplace Support. 

Workplace Experience can also be understood as the Employee Experience as it relates to workspace design and ways of working.

Many employees consider the Workplace Experience to be a critical factor in their decision-making about which employer to align with. In particular, highly sought-after individuals will readily opt for a better Workplace Experience over a poor one. 

Workplace Experience is a valuable indicator of employee sentiment. A poor Workplace Experience means by definition that people in the workplace are feeling unsatisfied with their workplace and believe they are not well supported by their workplace to a great job. A poor Workplace Experience may also mean an increase in workplace stress and a reduction in productivity.

As an example of the impact of a poor Workplace Experience on attraction and retention, workplace stress alone leads to an increase of almost 50% in voluntary turnover.

The term ‘Ways of working’ is used to differentiate flexible, agile and modern work styles from their traditional counterpart of a fixed pattern of work. Similar terms include ‘new ways of working’, ‘modern ways of working’, ‘remote work’, ‘flexible work’, ‘hybrid work’, ‘Activity-Based Working’ and ‘agile working’. In each of these examples, people no longer work in a fixed location at fixed times without significant variation. 

Ways of working that are significantly different from the traditional work style (colloquially known as ‘9 to 5 in the office’) require organisations to redesign their operating model. This operating model redesign is integral to the success of modern workplaces. At a team and individual level, ways of working require people to navigate new norms around teamwork, communication and productivity. These transformative changes can be challenging. Most noteworthy is the challenge of maintaining productive teamwork and collaboration.

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