can also double up as mediation or prayer rooms. The oˆ ice needs to
be agile enough to accommodate day to evening activity and cater for
pop-up events and hospitality. The oˆ ice is not a 9am-5pm location
anymore. The oˆ ice as we know it is transforming and should not be
restricted by the parameters of being an oˆ ice. It needs to be much
more than that.
BRITISH COUNCIL OF
OFFICE’S VIEW
RICHARD KAUNTZE, CHIEF
EXECUTIVE BCO
Although many of us see getting back
to the oˆ ice as a welcome return
to ‘normality’, it’s apparent that,
post-pandemic, the workplace will
be rather diˆ erent. Necessarily, we’re
now far more cognizant of safety
and hygiene concerns, and our year
of home-working will undoubtedly
influence the layout and features of
our company workspaces in the months and years ahead.
The most immediate adjustments to be made are those designed
to facilitate COVID-secure cleaning regimes and allow for social
distancing, changes that are generally necessary for oˆ ices to reopen at
all. In April 2020, the BCO released a briefing note on safe oˆ ice design
during a pandemic, and we expect to see many of these suggestions
adopted by companies hoping to protect returning oˆ ice workers.
Some employees may have an aversion to desk-sharing, so the
oˆ ice layout will have to be rethought to allow for socially-distanced
workspaces. Similarly, oˆ ice designers will have to be conscious of any
potential ‘congestion points’ (such as kitchens and li‘ s), so that ‘traˆ ic’
to these areas can be regulated through intelligent design.
Expect to also see more small collaborative conference rooms,
which are generally a better use of space than rows of desks and allow
employees to take calls with colleagues working from home without
disturbing the main (typically open) working space.
In the longer term, what else might we expect to change in our
oˆ ices? Though the novelty of working from home has long since worn
oˆ , being able to work with our home comforts has been a saving
grace for many. Accepting this, the value proposition of the oˆ ice must
improve to entice workers out of their homes and into the oˆ ice.
A recent BCO webinar explored the impact the pandemic has had
on the design philosophies of some of Canada’s top developers, and
opinion was unanimous that oˆ ices will have to improve their interior
design, use of environment and quality of amenities if they are to
continue to act as a ‘hub’ for employees.
Gone will be the days of sterile corporate lobbies; instead, oˆ ices
will need to provide employees with value beyond a desk and a chair,
in the form of social spaces, recreation amenities and interactive
collaborative spaces. The introduction of higher ceilings, better natural
lighting, and greater variation of textures can elevate the feeling of
comfort and warmth in the workplace.
An oˆ ice should be more than a sum of its features – it should act as a
reflection of a company’s values and culture. By doing so, an oˆ ice can
be of great benefit to an employee’s wellbeing and continue to attract
the most talented people, who will undoubtedly be more productive
as a result.
Ultimately, any changes to the design of oˆ ices, whether in the short
or longer term, will be made with the wellbeing of employees in mind.
So, despite the disruption of the past year, we can be confident that our
oˆ ices will come out better for it.
22 JUNE 2021
THE PROPTECH EXPERT’S VIEW
STEVE MORREN, DIRECTOR OF CHANNEL SALES EMEA, IOFFICE
iOFFICE commissioned
independent research firm
Verdantix to canvass the
opinions of FM, workplace,
and CRE thought leaders
across the globe on managing
employee experience in a
hybrid world.
The interviews revealed that
the sudden shi‘ to dispersed
working has led to numerous
new challenges, each with
lessons for implementing a
hybrid model post-pandemic.
Most notably, interviewees said that dispersed working had damaged
opportunities for social interaction and collaboration. The workplace
is a forum where people can socialise and build connections with the
colleagues they don’t work with directly, making it easier to build
company culture and break down departmental silos.
A combination of workplace technology will allow FM teams to meet
these new demands. By integrating occupancy sensors and analytics
with space booking tools, access control, and customer experience
apps, organisations can ensure that the employee experience stays
consistently high despite occupancy changes in a flexible model.
In the short term, organisations also need to ensure that workplaces
are sanitised and safe. The virus will still be a threat past 21 June, so FM
teams will have to maintain enhanced cleaning regimes and distancing
measures. With many employees anxious about returning to the oˆ ice,
it’s essential for firms to instil confidence by taking appropriate action.
Integrating occupancy and space booking tools with service requests
will allow cleaners to sanitise surfaces based on use, especially in
flexible or hot-desking areas where employees share workstations and
meeting rooms.
Looking further ahead, the data from these tools can help
organisations design employee experiences in line with not only
demand but also activities and roles, behaviours, and workstyles.
The biggest mistake anyone can make is to assume that one size fits
all in hybrid working. If the pandemic has taught us anything, it’s that
everyone has diˆ erent requirements for their work environment.
Facilities managers can use occupancy and space usage analytics
to build accurate employee personas, thereby identifying individual
needs. From here, they can work with HR, real estate, and technology
teams to create the best flexible working models and activity-based
workspaces.
Finally, these tools can ensure that organisations do not neglect
social interaction in the pursuit of flexibility. Data from occupancy
and space booking tools can help shape employee behaviour while
improving eˆ iciency. If occupancy sensors determine that a space is
underutilised, facilities managers can designate it for social events
that encourage people back to the oˆ ice and build that all-important
company culture.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Richard Kauntze
Steve Morren
ADVICE & OPINION
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