How Britain Works: Key Trends in a Workplace Environment

How Britain Works:Key Trends in a Workplace Environment

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Contents

Research Introduction .............................................................................................................................. 3

Research Methodology............................................................................................................................. 4

Video Foreword ........................................................................................................................................ 5

Written Foreword ...................................................................................................................................... 6

Executive Summary .................................................................................................................................. 7

Social Trends .......................................................................................................................................... 11

People Trends ......................................................................................................................................... 51

Space Trends ......................................................................................................................................... 73

Acknowledgements ................................................................................................................................ 95

Sources .................................................................................................................................................. 96

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Research IntroductionHow Britain Works: Key Trends in a Workplace Environment has been independently commissioned by Sodexo to understand

the continuously evolving and adapting workplace environment in Great Britain today. The role, size and location aspects of

the traditional office have all exponentially changed over the last decade. There have been awe inspiring and rapid advances

in technology which have irrevocably changed (and continue to change at a pace) the way teams and individuals work. The

characteristics of those that constitute the’ office workforce’ have also evolved- it is now older and more diverse than ever before.

As the workforce has changed so has the workplace itself. It has had to work smarter in order to improve the operational

efficiency, productivity and profitability demands of competitive businesses. Workspace design has become increasingly

crucial for those businesses who want to maximise talent attraction, improve existing employee engagement and increase

both employee satisfaction and their retention of great employees. It is evident that the needs of employees at work differ

enormously and organisations are having to adapt their workplace environment and policies to meet these needs - one size

no longer fits all.

How Britain Works: Key Trends in a Workplace Environment highlights the importance of building mutually beneficial

partnerships between employees who want the very best in their workplace and their employers who want to deliver this.

This report talks through the broad trends in the market place today but as ever it’s the detail that really matters. Optimising

the workplace environment for the benefit of those that work there (full-time or part-time) is about listening, understanding

and delivering success in every area. Working with experienced, knowledgeable and professional partners that do just that

can make the critical difference between having a workplace that is sought by employees or rejected by them.

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Research MethodologySodexo used an integrated approach across both qualitative and quantitative methods in order to

understand and highlight the trends that are affecting the workplace of the future.

The approach included interviews with some of the leading experts in Facilities Management (FM),

Human Resources, Real Estate, Hospitality and Sociology in the country as well as site visits to those

organisations leading the way in providing great places to work.

In addition, Sodexo’s research was gathered from industry associations using panel discussions and

online threads from i-FM, The British Institute of Facilities Management (BIFM), Facilities Management

Association (FMA), Facilities Management Networking Group, The FM Network, Facilities Management

Professionals International, Workplace Trends and Future Trends Group.

The research for this report was carried out externally by Elliott Marketing & PR on behalf of Sodexo.

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Tim Oldman, Managing Director, Leesman Index

Leesman provides the largest contemporary collection of workplace effectiveness benchmark

data in Europe. The Leesman survey measures how well office environments support employees

in their work and their portfolio stretches across 21 countries for sites up to 7 million square feet.

As Managing Director, Tim is seen as one of the leading experts in workplace effectiveness and

a strong advocate for research within the workplace environment.

Video Foreword

http://uk.sodexo.com/uken/services/on-site/corporate/key-trends-report.aspx

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We live in a constantly adapting and evolving world. At one

end of the scale, we strive to survive - with no one escaping

the global economic crisis. Funding has been cut, economies

shrunk and work opportunities are fewer and further between.

Yet at the other end, we have a never ending search for a

better quality of life. We expect more! More control, choice,

better quality and greater value - both at work and at home.

Whether we like it or not, technology is engulfing our lives.

We have unrivaled access to information across the world at

the touch of a button or the swipe of a finger. It is integrated

into almost every aspect of our daily routines. There are

generations that don’t know of a time without technology.

As a result of this, consumers know what they want and

increasingly they know how and where to find it....but in

addition to this, technology has also meant that family and

social life has become so integrated that the lines have

blurred. The traditional 9-5 has disappeared.

Whilst some people prefer the comfort of what is familiar to

them, our global data shows that not everyone wants to work

in the same place every day, to sit at the same desk, on

the same chair, next to the same employee. Employees are

seeking choice, opportunity and possibilities. Evidence shows

employers are benefitting where they find ways to provide it.

The importance of salary will never go away. People fight for

higher wages and for greater reward and recognition. However,

secondary priorities have changed. We are seeing schemes

such as flexible working become more important to employees,

so much so that up to a third of Chief Financial Officers state

that telecommuting is a key way to attract new talent.

Companies are using their employees as a competitive

advantage. Attracting and retaining the best employees is

crucial to those that want to not only survive, but strive. What

is important to employees has changed. Choice is key. Where

they work, when they work and how they work will start to

become the employee’s choice. So while 85% of employees

see the design of their workplace as important, just 53% say

it enables them to work productively and worse still, just 45%

have any pride in their environment.

Fundamentally, work is an activity, not a place. The office

has to be an evolving environment; a living organism used

as an envelope for employee effectiveness and ultimately, for

productivity. This encompasses everything from the building

itself, to the employees and the tools they use, and the over-

arching changes that society is having on the working world.

It has to continually evolve and adapt to our demands.

Written Foreword

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The composition of the workforce is changing

• The workforce is becoming older

and more multi-generational. In

the decade up to 2011, there was

a 22% increase in workers aged

50 and over, compared to a 0.4%

increase in those aged 18-24

• Gen Y (those born after 1980)

has a disproportionate influence

in the workplace. Gen Y will

push the boundaries in terms of

ways of working and seek out

new opportunities to learn

• More and more women are

working. Women now account

for just under half the workforce

and we are starting to see

more women in senior roles

Technological changes dictate how we work

• The cloud rolls on. Working

remotely on the cloud is set

to continue. It is forecast to

account for one third of annual

IT expenditure growth in 2013

compared to 25% in 2012

• Thin companies need less

workspace. The evolution of the

cloud has enabled organisations

to become ‘thin’ by removing

the need for larger servers and

desktop computers at work

• Bring your own devices (BYOD)

will proliferate. Consumers now

have access to better and faster

technology at home than at work –

one reason why 43% of managers

rely on their workforce to use

their own IT and phone at work

The world wants to be a healthier place

• Good food leads to good

work. Evidence shows that a

wide range of healthy options

is important to employees

• Workers want to be active. Since

2000, there has been a 117%

increase in the use of London’s

cycle network as more and more

employees use a bike as their main

mode of transport for commuting

• Bringing the outside in; well-being

factors. Evidence shows that FTSE

100 companies that track and report

the success of their well-being

programmes including these factors

outperform those that don’t by 10%

1 2 3

Executive summarySocial trends

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Work and life as one

• Flow, not a balance. The influence

of technology and a new

generation of employees has

meant that work and private

lives are merging into one

• Employees will surf at work.

Personal browsing and social

media use at work has also

become so important that up to

half of 16 to 24 year olds would

not work for an employer who

banned its usage whilst at work

• Personal calls at work are

important. 23% of 22 to 26 year

olds would not take a job

where they couldn’t make

personal phone calls

• The right to request flexibility.

This continuous flow of work and

life has led to the introduction of

flexible working schemes by the

UK government to help drive a

culture shift in the workplace

Working anytime, anywhere

• Flexible working makes business

sense. Studies show that people

who can work effectively from

a remote location can work 15

to 20 additional hours a week

• The office can be anywhere. A

study of 5,000 UK Directors

predicts that within the next

decade, 60% of office-based

employees will regularly

be working from home

• Work contracts are changing.

More and more employees will

request flexi-time and job-sharing

will become more widely available.

In 2011, 52% of employees

worked on a ‘flexi-time’ basis

compared to 44% in 2006

The rising power of people

• Happiness works. Happy

workers are up to 12% more

productive than those that aren’t

• Self-employment is on the rise.

Looking into the future more and

more employees will dip in and

out of work and different projects

to build their own portfolio

• Judging employees on output.

54% of employees want to be

measured by their outputs. Trust

will continue to be key between

employers and employees to

ensure work outputs are delivered

4 5 6

Executive summaryPeople trends

9

To be the best, attract the best

• The best offices attract the best

staff. If organisations want to

recruit the best then they have

to have offices which inspire

them to join. Organisations

will continue to create office

environments which bring their

brand to life and help build and

nurture employee engagement

• Retaining talent is a priority. The

cost of replacing an employee

can be up to three times that

of an employee’s salary. The

fact that 70% of organisations

have difficulties in replacing staff

highlights that retention is key

Open spaces create open cultures

• The shift to informality. 73% of

Gen Y employees favour informal

break out spaces to formal

meeting rooms. The office is

increasingly being used as a

social hub, providing space for all

different employees to complete

all different styles of tasks

• Design spaces to encourage

‘bumps’ and discourage

‘interruptions’. Work is an activity

that happens around everyone

and spaces need to be designed

to encourage instant and un-

planned communication

Workplace optimisation for the future

• Increase occupancy efficiency. A

flexible working policy introduced

at PricewaterhouseCooper’s is likely

to save them £10m over a ten year

period – office space should be

designed so employees can work

smarter to avoid inefficiencies

• Make the most of office space.

It is predicted that by 2020,

organisations are set to reduce

their office space by almost

20% as a result of right sizing

• Outsourcing is on the rise. The

largest growth will be in the public

sector, with the value of government

contracts outsourced doubling

over four years to £20 billion

• Create partnerships for the future.

Creating longer term partnerships

will be crucial when leveraging

efficiencies and productivity. By

2017 it is predicted that that the

Total Facilities Management (TFM)

market will see an increase of 17%

7 8 9

Executive summarySpace trends

10

SocialThe composition of the

workforce is changing

Technological changes

dictate how we work

The world wants to be a

healthier place

1 4 7

2

5 8

3

6 9

PeopleWork and life as one

Working any time, anywhere

The rising power of people

SpaceTo be the best, attract the best

Open spaces create open cultures

Workplace optimisation for the future

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Social Trends

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Social trends – The composition of the workplace is changing

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A 21 year old starting work today will experience

a much faster and more dynamic workplace

environment than their counterparts would have

encountered 50 years ago. The world we all live

and work in today has changed quite dramatically

since then.

They might be surprised to find that more people

are working in Britain now than at any time since

records began in 1971.

According to the Office for National Statistics, in

2012 the number of people working in Britain

totaled 29.57 million vs 28.83 million in 2009

following the economic downturn of 2008 [1].

The private sector has been responsible for this job

creation. There are now 4.8 million private sector

businesses in the UK and in 2012 they employed

23.9m people (81% of the working population).

Just 3 years earlier in 2009 this figure was 22.5

million (78% of the working population).

In 2012 alone the number of people working in the

private sector grew by over 250,000; the largest

increase on record.


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Annual Changes in Employment in the UK since 1993 (thousands)

800

600

400

200

0

-200

-400

-600

-800

-1000

Mar-May 1993 May-Jul 1997 Jul-Sep 2001 Sep-Nov 2005 Nov-Jan 2010

Full-time Part-time Total


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Scotland -3.5%

North East -2.0%

North West -1.1%

Yorkshire & Humberside -1.6%

East Midlands -1.8%

Wales -0.8%

East of England -1.2%

London +0.9%

South East -2.2%

South West -2.3%

West Midlands -0.6%

Geographically, the split between

London and the rest of the UK is

widening with the capital’s economy

contributing just under 22% of UK

output in 2011 [2].

London is the only region to have

seen an increase in the employment

rate since before the financial crash,

whilst Scotland has seen the highest

decrease in employment.

The map opposite shows the

regional percentage point change in

employment rates for persons aged

16-64 from Q4 2007 to Q4 2012.


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The United Nations categorises the population into four specific

‘generations’ each of whom, they believe, has a different view

of work – and different expectations too.

TraditionalistBorn between 1925 and

1945, a period when

sense, duty, obligation

and loyalty were high.

Baby BoomerBorn between 1946

and 1964, a period of

economic prosperity

in certain countries

(particularly USA) when

population boomed.

Generation XBorn between 1965

and 1980, a generation

where flexibility started

to become more

important.

Generation YBorn post 1981,

they are the latest

generation in work.

People in this category,

particularly those born

closer to the nineties,

are also referred to as

‘Millennials’.


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Baby Boomer Generation X Generation Y

Motivators

Mentoring

Retention

Client Orientation

Technology

Careers Goals

Attire

Work Environment

Traditionalist

Formal

Office only

Self-worth

Not necessary

Loyalty

Personal contact

Dictates documents, use of library

instead of web

Build a legacy

Business / Casual (high end)

Long hours / office only

Salary

Salary

Telephone

E-mail primarily in the office, documents

prepared by the Associates

Build a perfect career

Business / Casual (low end)

Office or home / desires flexible

situations

Security

Not necessary to receive feedback

Security/salary

E-mail

Creates own documents,

uses mobile and computer

Build a transferable career

Whatever feels comfortable

Office or home / desires flexible

situations

Maintain personal life

Constant feedback needed

Personal relationship

E-mail/IM/Text

Creates own documents and databases, uses web to research, 24/7 connectivity

Build several parallel careers

Does not handle negative feedback well

<

[4]


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<

Working from home

22%

Benefits

employees

don’t receive,

but would

like

Health Insurance

29%

Company Car

20%

Traditionalists and Gen Y may have

very different perceptions of work

and ways of working, but companies

are having to ensure everyone’s

preferences are satisfied in order

to have a productive and balanced

working environment.

In addition to considering the

differences in how employees like to

work, employers also have to take into

account a range of benefits which

employees would like to receive but

don’t currently - with health insurance,

working from home and a company

car all featuring in the top 3.

Pensions

48%

Top 3 benefits

currently offered

to employees

Free parking

30%

Flexible Working 22%

Priorities and expectations are changing and there are a number of influences contributing to the evolving demographic and makeup of the workforce.

[5]


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The workforce is becoming older and more multi-generationalWhilst today’s workforce

is unlikely to include many

Traditionalists, it will include

a greater proportion of Baby

Boomers than ever before.

The graph opposite shows

the average annual working

population in 2001 compared

with 2011. The evidence

is clear; the workforce is

now much older than a

decade ago, with the largest

percentage increases seen in

those aged 50 and over.

57.3

78.3 81.2

65.1

8.7

67.7

79.7 81.7

62.0

12.3 24.7 37.9 23.5 1.6

18-24

% of population working

2001

25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+

18-24 25-34 35-49 50-64 65+

% of workingpopulation

5.2

11.6 22.6 37.2 25.6 3.0

2011

2001-2011

% change in total population

18.7 -0.9 5.2 10.8 18.0

18-24 25-34 35-49 50-64 65+

% change in working population

0.4 -2.7 4.6 16.3 96.1


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57.3

78.3 81.2

65.1

8.7

67.7

79.7 81.7

62.0

12.3 24.7 37.9 23.5 1.6

18-24

% of population working

2001

25-34 35-49 50-64 65+ 18-24 25-34 35-49 50-64 65+

18-24 25-34 35-49 50-64 65+

% of workingpopulation

5.2

11.6 22.6 37.2 25.6 3.0

2011

2001-2011

% change in total population

18.7 -0.9 5.2 10.8 18.0

18-24 25-34 35-49 50-64 65+

% change in working population

0.4 -2.7 4.6 16.3 96.1

So not only has there been an increase in the total

number of people working but there has also been an

age shift in the structure of this workforce. Data from

the Office for National Statistics shows that between

2001 and 2011, there was a 96% increase in the

number of workers aged 65 and over. In addition there

was nearly a 22% increase in workers aged 50 and

over. During 2001, just over 5% of those over the age of

65 were employed, compared to nearly 9% in 2011 [6].

With the age of the population increasing and state

pensions now starting later, more Baby Boomers are in

work compared to previous generations. According to

Aviva’s ‘Real Retirement Report’, some 23% of 65 to 74

year olds were still wage earners in December 2012 –

up from 18% in February 2010.

The report also highlighted that the number of people

turning 65 over the next decade is set to reach 6.5m,

an increase from 5.2m over the previous 10 years [7].

There is no denying that we are an aging nation.

Analysis of the 2011 census indicates that over

169,000 more people reached their 65th birthday in

2012 than had done so the year before – an increase of

30% in a single year [8].


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As more people then continue to work beyond 65, it

is becoming increasingly normal for employees to be

working in teams which include members from each

generation, from Baby Boomers to Gen Y. This in turn

is changing the dynamics of the office; how people

work and how they communicate. For instance, whilst

financial rewards and recognition are seen as important

in retaining Baby Boomers in the workplace, Gen Y

may place more importance on personal relationships.

Satisfying this wide range of working preferences is

challenging but vital for today’s employers and it will be

a continuing trend. By 2035, it is predicted that those

aged 65 and over will account for 23% of the total

population. As the population continues to age, we will

see more and more of the older generation in work [9].

“ We must create work environments that are universally inclusive and meet the demands of the wider demographic of workers offering choice to maximise their performance and contribution to the organisation [10].”


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Gen Y has a disproportionate influence in the workplaceThe working priorities of Gen Y, are quite different

to earlier generations in large driven by their need

for social engagement facilitated by technological

developments. The ‘CISCO 2012 Connected World

Technology Report’ highlighted that 90% of Gen Y

check their phone the first thing in the morning, often

before they have got out of bed. Their idea of a perfect

workplace is built around efficiency, transparency and

democracy [11].

Long established routines, regulations and workplace

norms are not valued as highly by this generation

– they have been replaced with a different way of

working. This new generation, who will continue to

influence the future, are pushing for change in the

present. They live to communicate via a technologically

integrated lifestyle. Gen Y already represents 22% of

the workforce [12].

Research suggests that Gen Y workers want 5 key things:

Meaningful work with responsibility from day

one – making an immediate difference

A new approach to management – mentoring,

coaching and direct approaches to be involved

A career lattice, not a career ladder – they live

to learn and seek portfolio careers across

different industries

To challenge the status quo – questioning,

difference, innovation and independent thinking

are seen as a positive

Brands to live to their name – they value a

workplace culture and environment that is

aligned to the brand[13]

1

2

3

4

5


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“ 2 in 5 students and young professionals will accept a lower paying job if it also offers greater flexibility. “Flexibility” includes the blurring of distinctions between “leisure” and “work”, with social media time threaded through the working day [16].”

When it comes to longevity, Gen Y are a

generation of job hoppers. Research suggests

that the average worker today stays at his or her

job for 4.4 years, but according to a survey of

1,189 employees and 150 managers, 91% of the

new generation of employees expect to stay in

a job for less than three years. This means that

they would have 15-20 jobs over the course of

their working lives [15].

Gen Y are a completely new breed of employee compared to Baby Boomers:

• 54% of Gen Y have already had 3 or more jobs

• Sabbaticals are important to 50% of Gen Y,

compared to 29% of Baby Boomers

• Gym membership is important to 28% of Gen Y,

but only 9% of Baby Boomers

• 30% of Gen Y think they are likely to get a job

in another sector within the next five years,

compared to 12% of Baby Boomers

• Over one third of Gen Y thought their personal

future looked bright [14]

Gen Y are here for the foreseeable future. It is predicted that by 2025 75% of the workforce will be made up by Gen Y [17].


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More and more women are workingThe Office for National Statistics latest figures show

that in the three months up to April 2012 the UK

workforce consisted of some 13.60 million men and

7.72 million women in full-time employment, with 2.11

million men and 5.85 million women in part-time

employment. In total, women account for just over

46% of the working population in the UK [18].

The role and rights of working women have

changed dramatically in the past 50 years. It

was only in 1961 that Barclay’s Bank removed

its marriage bar and up until 1975 it was still

perfectly legal in the UK to dismiss an employee for

becoming pregnant.

‘Within the lifetime of a senior manager we have moved from a world where women were legally and socially treated as second-class citizens to one where they have equal employment rights and nearly equal representation in the labour force of many advanced economies [19].’

“ Women now make up between 40% and 50% of the workforce in most developed countries…They represent the majority of the educated talent pool – around six out of ten graduates coming out of universities in the developed world, and a rising force in many parts of the developing world [20].”


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“ The proportion of women who were economically inactive decreased considerably from 44.5 per cent in Q2 1971 to 29.3 per cent in Q1 2011, and the proportion of men who were economically inactive has increased from 4.9 per cent in Q2 1971 to Q2 17.1 per cent in 2011 [24].”

54% of the

workforce

40% of managers

38% of the board

25% of the Global

Executive Committee

This change in the number of

women at work is reflected

at Sodexo worldwide where

women now comprise:The number of women in CEO and MD posts

in the UK increased by 25% in 2012 - from a

base of under 12% in 2011 to nearly 15% in

2012. There has also been a small rise in the

number of women in second level senior roles

such as director, chief finance officer and chief

marketing officer [21].

This increase is noticeably evident in FTSE 100

companies where, in 2012, women accounted

for nearly 17% of all FTSE 100 board posts. This

figure was under 13% in 2011. Looking to the

future, FTSE 100 companies have been tasked

with hitting a voluntary target of raising female

board representation to 25% by 2015 with the

threat of EU-imposed mandatory quotas in the

UK if they do not make sufficient progress [22].

The BBC says that there are now more women

in work and more females at board level than

ever before with women now accounting for

57% of the professional workforce [23].

[25]


26

“ The fact is, a stronger team is made up of more different types of people and that needs to be recognised in business. ”

Helena Morrissey, CEO, Newton Asset Management

Research by Cranfield School of

Management predicts that nearly

40% of Directors could be women by

2020, exceeding the 25% target [30].

Some predict that by 2020, women

will account for 80% of the workforce

growth [31].

Interestingly though, despite great

improvements in the number of women

employed in the workplace over the last

10 years, rates of pay between men and

women in general are still disparate. On

average, women earn up to nearly 15%

less than their male counterparts. It is not

an area for complacency [28].

Yet, if ever there was real incentive for

women to mirror similar career choices

as men, a recent article suggested that if

the UK had the same proportion of female

entrepreneurs as the US, then the boost to

UK GDP would be an extra £42 billion [29].

Women are being encouraged to

stay in the workforce post childbirth

helped by a number of key government

initiatives. The government is particularly

enthusiastic for parents to be offered

greater employment flexibility in order to

help both of them to care for their family

whilst being able to pursue and achieve

their career goals and aspirations.

Parents will have the right to take time

off together, as well as a legal right to

flexible hours. At present mothers can

take a maximum of 52 weeks, with

fathers entitled to 2 weeks of statutory

leave.

The new scheme however, planned

for 2015, will see parents entitled to 50

weeks leave, to be split between the

couple as they see fit [26].

Retention of female talent, post the

birth of a child, has become an

important factor for organisations.

Following the introduction of a number

of family-friendly schemes, including

flexible working, The Co-Operative

Group has seen an increase in staff

retention rates, with 97% of female

managers returning to work following

pregnancy [27].

Having said all of that, in Sheryl

Sandberg’s book ‘Lean In: Women, work and the will to lead’, she argues

that until the number of women at the

top reaches critical mass, the kind of

work life balance that makes it equally

possible for men and women to get to

the top will never be achieved.


27

Get more women on board Progress over the last 2 years has been

positive with women accounting for over

17% of FTSE 100 and over 13% of FTSE

250 board Directors as of 1st March 2013

(vs less than 13% and 8% respectively

in February 2011). Since the ‘Woman on

Boards 2011’ report was commissioned in

2010, the percentage of female held board

appointments has increased by nearly

50% [32].

Whilst these statistics show that more and

more women are working at board level,

there is however evidence that suggests

that the growth has now plateaued at

around the 17% mark after having first

surpassed that number in August 2012.

Government, regulators, investors and

businesses alike must work together to

avoid complacency and ensure that the

figure continues to rise, as the evidence

suggests that having more women on

board is better for business.

A recent study by The Cranfield School of

Management showed that for the first half

of the 2012 financial year, 44% of board

appointments at FTSE 100 firms went

to women, but during the second half of

the financial year that figure decreased

to 26% [33]. As highlighted in the ‘Women

on Boards April 2013’ report, as of April

2013 there were only 6 male only boards

in the FTSE 100; a marked decrease

from 21 in 2010. Male only boards in the

FTSE 250 accounted for nearly 27% (67

organisations) of companies - down from

just over 52% in February 2011.

Globally, a value-weighted portfolio of

those companies with more than 33%

women on boards of Directors has been

found to generate significant positive

financial returns. Companies with a greater

percentage of women on their boards

were found to outperform their rivals with

42% higher return in sales, 66% higher

return on invested capital and 53% higher

return on equity [34] .

This is further supported in the UK where

studies have shown that companies who

have a greater proportion of women at

board level perform better than those

with a smaller number of women on their

boards [35].

What is becoming increasingly important

and being mentioned more and more,

by both males and females alike, is that

this must not become a numbers game.

Reaching quotas and targets for the

sake of reaching quotas is not beneficial

to anyone. Appointing female board

members should be about the richness

of the board as a whole; the combined

contribution of a group of people with

different skills and perspectives. A more

diverse group of individuals can draw on

their personal experiences, backgrounds

and life styles and are more able to

consider issues in a rounded, holistic

way. Mixed gender boards can provide

the attention to detail not seen on all male

boards, which often think the same way

and sometimes make poor decisions [36].


28

The workforce is continuously evolving and changing

The workforce is getting older with more Baby

Boomers in work than ever before. In the last 10

years, over 90% of the rise in employment has

been accounted for by workers aged over 50.

Despite this, it is the younger generation, born into

a technological world that are changing the office

environment the most. Gen Y seek information,

challenge the norm and demand more from their

employers than any previous generation.

More and more women are working, with nearly

half the UK workforce made up of female

employees. More women hold senior roles and

sit at board level than previously but evidence

suggests this could be starting to slow.

The workplace must adapt to meet these changes

Workplaces must be designed to provide an

environment that is easily accessible to all with

organisations ensuring anti-discrimination policies

and procedures are put in place to provide

equal opportunities to employees of all ages.

Organisations need to understand how each

generation wants to work and to adapt their

working practices accordingly – giving them

the freedom to work at their best every day.

Mixed gender boards provide stronger

strategic business benefits than single gender

boards. Employment strategies must ensure

that women are attracted to companies

now and throughout the next decade.

Summary

1

2

3


29

< <

Social trends – Technological changes dictate how we work

30

The fastest growing fashion of the new generation. Today’s

children are born into a world where they are surrounded

by technology 24/7. Technology is incorporated throughout

school (even pre-school) and university curriculums, with

tomorrow’s leaders leaving secondary and often primary

school, fully technology-literate.

For those of us who have a smartphone by our sides all the

time this will not come as a surprise. The use of technology

is second nature to the latest generation; for them it is

simply intuitive – they don’t need to learn. Employees can

now be permanently connected to technology and, as

a result, are always available publicly and privately- they

can no longer remove themselves from work without

consciously switching off their devices. A recent study from

the University of California, Los Angeles, showed that ‘digital

nomads’; those born into a world of technology, spend on

average 8.5 hours daily exposed to digital technology.

Technology is now completely integrated into the workplace

- it improves productivity, increases efficiency and in most

cases removes the need for physical space. The use of

technology in the workplace is set to continue at a pace.

Some experts predict that by 2025, technology will allow us to

conjure workspaces out of thin air by using interactive surfaces.

Holographic teleconferencing and virtual ‘dry runs’ of projects

will consign old office templates to the dustbin. In their place,

multiple surfaces in the home, or shared work hub, will be

coated with digitally enabled ‘smart’ paint that will project 3D

avatars of colleagues at a single touch [3].“ A young person’s brain, which is still developing, is particularly sensitive…It’s also the kind of brain that is most exposed to new technology [2].”

Radio

Television:

The iPod:

The Internet:

Facebook:

Twitter:

To reach 50 million users the following media took:

38 years

13 years

4 years

3 years

12 months

270 days ...acquiring over 185,000 new users each day

[1]


31

The use of technology in the workplace

will not only influence the devices that

employees use on a daily basis, but

the design, infrastructure and build of

working environments.

‘The catalyst for practically every change in the way offices are designed and managed is technology. This has been true since the first offices appeared at the turn of the twentieth century’ [5].

The other huge benefit of integrating

technology in the workplace are the

environmental and Corporate Social

Responsibility benefits.

“ By 2020, 62% of people in office space will use touchscreen technology, against 16% now [4].”

Technology and Corporate Social Responsibility

“In the year ending 2012 conservative estimates suggest that the use of BT conferencing systems avoided a net 43,839 tonnes of greenhouse gas emissions and created financial benefits for BT totalling £188 million” Professor Peter James, Department of Environmental Science, University

of Bradford.

It is predicted that during the same

period, conferencing eliminated

1,040,000 face-to-face meetings [6].

‘These savings are not just

beneficial for the organisation,

but are equally important for

the employees. The University

of Bradford study records that

while 79% of respondents believe

that the need to cut cost is the

main driver for increased use of

conferencing, 74% also report that

their use of conferencing is driven

by a personal desire to reduce the

environmental impact of travel. In

fact, 38% of conferencing users

stated that their last call had

definitely replaced a face-to-face

meeting, with a mean avoidance of

5.3 hours of travel time’ [6].

Employees are being encouraged

to work smarter, not harder, leading to new initiatives integrating

technology into the workplace.

Similarly, employers are re-thinking

conventional ways of working to

allow their teams to make the most

of technology both personally and

professionally.


32

The Cloud rolls onCloud computing refers to applications and services

offered over the internet from virtual data centres

around the world. It provides users with access to

their information from any location, provided they

can connect to the internet. Users can also share

information between multiple systems and other users if

they have access to the same cloud [7].

Cloud computing has been a key driver in workplace

dispersement. Every piece of work can now be stored

remotely in the Cloud, easily accessed by anyone who

needs it without compromising security. Cloud based

technology brings alive the concept of a virtual working

place connecting, as it does, team members around

the world. The concept that work is increasingly not

desk restricted is dramatically (and rapidly) changing

the face of work itself.

It is predicted that the money

spent on Cloud computing will

account for nearly a third of annual IT

expenditure growth in 2013. In 2012 in the

UK, £42 billion was spent on Cloud computing software,

compared to £16 billion in 2008. 70% of people

agree that using Cloud-based computer systems

has simplified the IT process, whilst 72% think it has

improved the end-user experience [9].

“ Cloud technology has changed the cost structure, the efficiency and the ability for businesses to become more agile than ever…. Organizations that fail to provide their workforce with an arsenal of tools to connect, network, and create the future might as well close their doors today. ”

Jason Averbook, CEO, Knowledge Infusion [8]


33

A recent Overbury report quotes the

Unwork.com annual survey of over

1,300 global executives in 2012, in

which they say that less than 4%

never work outside of the office, while

over 61% say that their favourite place

to work outside of the office was at

home [10].

The report highlights that one of the

fastest trends shaping the future

workplace is the use of Cloud

enabled co-working spaces like

drop-in business clubs and serviced

offices available on an hourly or daily

basis. There were 1,320 such spaces

available in the world as of February

2012, an increase of 88% since the

beginning of 2011. Of these, 61 are in

the UK and a total of 518 in the EU.

There is an increasing number of

examples of companies using

co-working spaces as part of their

workplace strategy. Yell, for example,

closed all of their regional sales

offices in favour of membership at

co-working spaces in 2010.

The same report claims that,

depending on their size and nature

of operation, businesses can save

between 20% and 30% of their IT

costs by moving to the Cloud.

The impact of the Cloud in enabling

previously desk bound employees to

be able to work remotely is significant

and a major workplace trend for the

foreseeable future.

3.5% never work

outside of the office

61.5% say their favourite

place to work outside of the office

was at home


34

Thin companies need less workspaceThin client technology gives employees the opportunity to log onto a computer screen, tablet or mobile device

wherever they are in the world, supported by a central computer stored elsewhere. Laptops, and to a further extent

desktop PC’s, are replaced by ‘thin’ technology in workplaces generating huge savings in both cost and space.

Thin clients depend on the use of the Cloud in order to gain access and download company information.

‘A thin client, sometimes called a lean client, is a low-cost, centrally-managed computer devoid of CD-ROM players, diskette drives, and expansion slots’ [11].

“In terms of in office spaces, we’ve seen a lot of people moving towards thin clients, supported by tablets rather than having a computer on your desk. ” Nigel Oseland, Director, Workplace Unlimited [12]

“ The vision of the thin building is one in which buildings become conduits for people rather than conduits for technology. Fit outs are therefore much cheaper and programmes quicker to complete as only very basic infrastructure is needed for an organisation in the Cloud. This could certainly benefit existing office stock, often shunned in favour of new buildings, purpose-designed to accommodate today’s technology requirements. As the uptake of Cloud, 4G and mobile devices increases and the need for ‘fat’ space reduces, the fit out or refurbishment of existing office space, often with prime city-centre locations, could seem a more viable option for firms looking to establish ‘thin’ offices [13].”


35

The benefits of using thin technology are tangible.

A study conducted by Bloor Research shows that

‘deploying thin client technology across enterprises can cut costs by up to 70%’ [14].

Other ‘thin’ benefits include:

• Better security – no data is kept on a physical

computer or ‘client’ but is stored remotely

• Improved reliability – it is reported that the average

meantime between failure for a PC is 25,000 hours,

compared to 175,000 hours for a thin client

• Easy scalability – remote offices can be set up

within minutes

• Remote access – data can be downloaded

anywhere at any time

• Lower carbon footprint – not only by consuming

less electricity, but also from the reduced travel

time and reduced emissions as a result of

teleworking[15]

Cut costs by

70%

Lower carbon footprint Better

security

Improved reliability

Easy scalability

Remote access


36

Bring your own devices (BYOD) will proliferateMore and more employees are

using their own devices at work

and employers are witnessing the

business benefits that a BYOD policy

can bring - for instance being able

to contact employees out of usual

working hours. 70% of employees

with smartphones regularly check

their emails outside of business hours,

while 91% check theirs every six to

12 minutes during ‘downtime’ [16].

Gen Y, the new generation typically

have use of a smartphone and/or a

tablet device before they are made

accessible by an employer. It is

anticipated that by 2016, nearly 10

million UK employees will be using

personal devices in the workplace [17].

Based on current employment levels,

this equates to approximately one

third of the workforce.

The fact is, more and more

employees will start to bring their

own device to work. The office

environment must support this

move. Firstly by making sure a fast

and reliable internet connection is

available throughout the whole office

space and secondly by providing

staff with a variety of spaces where

they can touch down to work.

“ The BYOD phenomenon is here to stay. The biggest challenge for IT now is how to best manage all these devices and get their [IT] time back to focus on their core role. It is important to ensure an enterprise mobility strategy includes a BYOD policy, addressing how to effectively manage and secure personal devices while avoiding high network usage charges [19].”

59% of managers would allow employees to

work from home

15% provide

employees with tools to do so

43% of managers rely

on their staff’s own equipment

[18]


37

Security has arisen as a contentious

issue when implementing a BYOD

scheme, especially when employees

have access to financial information,

HR records and sensitive customer

details on their personal devices. This is

off-set by perceived attraction from the

employees to a role in which they’ll be

able to use a device they trust and can

personalise.

There are numerous challenges when

introducing a BYOD strategy into any

workplace environment and many IT

departments are still trying to determine

how to make this vision a reality without

compromising on security.

Analysts predict that our smartphones

and tablets will replace our wallets and

purses as they continue to become

more integrated within our lifestyles.

According to a recent Morris Pentel

report, the majority of basic payment

transactions will be via mobile by 2016

as computer based devices start to

replace the need for physical money.

BYOD may make a workplace much

more attractive for employees but it can

bring risk to the employer. As with other

technologies, companies will have to

find a way of managing this scenario

or risk alienating a large percentage of

their workforce.

“ The cascade of devices entering the enterprise, combined with the lack of a coherent enterprise mobility strategy, is throwing many IT departments into turmoil….if implemented correctly, a proactive enterprise mobility strategy that encompasses a BYOD plan can improve compliance, flexibility, device security and contain network costs [19].”

In 2012, only 30% of UK IT departments incorporated

smartphone and tablet management initiatives into their

strategies. This is set to steadily continue into the future as it

becomes a more important aspect of work.


38


The influence of technology cannot be escaped. It is fundamentally changing every aspect of

our daily lives, both at work and at home

Employees and consumers are dependent on technology. The use of smartphone and touch

screen technology is set to continue with 62% of office technology being touchscreen by 2020.

Face-to-face meetings will still be conducted but their frequency will reduce

as technology is used as an enabler.

Cloud technology will continue to be implemented throughout organisations as more employees work

remotely. Companies will look to be ‘thin’ and reduce the space taken up by bulky and dated technology.

Employees will start to use their own device for work more and more – at the same time organisations will

be trying to constantly update their own technological competencies and resource just to keep pace.

These changes are affecting the workplace environment and are set to continue. Organisations must ensure they are up to date

Organisations will need to implement new technologies into their workplace to leverage efficiency from employees and ensure they are ahead of the curve. Choosing the right technologies to introduce will be the challenge.

Video conferencing facilities will become even more essential in the workplace with employees needing to be trained in using them effectively.

Companies will need to install remote servers in their organisations allowing employees to work freely from wherever they are. Increasingly they will need to provide their employees with laptops and tablets as opposed to desktop computers.

Implement a BYOD policy and review or introduce a tablet strategy initiative. Managing how employees use their own devices is critical to information security.

Summary

1

2

3

4

39

Social trends – The world wants to be a healthier place

40

As a nation we are becoming more

aware of the importance of a healthy

lifestyle but, ironically following years

of sedentary habits, we are becoming

increasingly overweight. According to

the latest Health Survey for England

from 2010, nearly 63% of adults

(aged 16 or over) from the UK were

overweight or obese[1]. By 2050,

obesity alone is predicted to affect

up to 60% of adult men, 50% of adult

women and 25% of children [2].

For many employees, a major worry

is their health and the impact on their

lives if illness hits them. 11% of workers

have already been off ill for six months

or more during the past year and a

further one-third of employees fear

getting ill and not having their income

protected [3].

A 2012 survey by Leatherhead Food

Research showed that over 80% of

consumers in 2012 claimed to follow a

healthy diet, an increase of 10% since

2004. Awareness of what constitutes

a ‘healthy diet’ has also significantly

increased since 2004.

2012

2012

2012

2004

2004

2004Drinking enough fluid

Eating fresh fruit and vegetables

Having a balanced diet

% of consumers who see it as important

75%

63%

48%

95%

87%

74%

[4]


41

Following the success of the

Olympics, physical activity and

sports participation have risen, whilst

awareness of salt and fat is higher than

ever. 15.5 million people in England

aged 16 and over took part in sport

activity at least once a week over

the past 12 months, according to a

survey by Sport England. This was an

increase in 750,000 people on 2011’s

figures [5].

Local councils have also reported

an increase in participation at sports

clubs, with up to 75% of them seeing

an increase in usage since the

Olympics. Yet, whilst the sudden

increase in participation is positive,

there needs to be continued local and

national government encouragement

and support to ensure that this trend

continues and demonstrates the

positive legacy of the ‘Games’. It must

be remembered, unfortunately, that no

Olympic host country in history has

demonstrated a sustained rise in sport

participation [6].

The benefits of a healthy employee

are clear as physical activity has

been shown to have a direct impact

on the workforce. Not only are they

considered 20% more productive, they

are twice as likely not to be absent

through illness [7].

Exercise should be encouraged

in all aspects of work – cycling to

work, exercising during work hours

and after work clubs and societies.

‘There is an increasing trend to offer health and wellbeing perks such as corporate health insurance, cycle to work schemes or discounted gym memberships.

These benefits not only offer a way to increase productivity and reduce employee absenteeism but contribute to increase job satisfaction and employee engagement’ [8].

Businesses have an important role to play in encouraging their employees to take responsibility for their own health - and in providing opportunities for them to succeed. This is about health in its broadest context from fitness to working hours to eating well.

“ Healthy life practices will be in big demand. We are seeing a big influx in people wanting secure bike cages at work. They want to be able to ride to work and have their showers. They want healthy food options in the café, so fruit is a big thing here that a lot of people want. ”

Kylie Nelson, Head of Business Services, Macquarie Group Limited [9]


42

Good food leads to good work‘Eating a nutritious, balanced diet will help you improve your overall health’ [10].

We typically consume at least one

third of our daily calorie intake at work

which means the workplace can play a

significant role in influencing our eating

habits and our health [11].

Sodexo’s March 2013 workplace survey of 282 employees and key opinion formers showed that ‘a good restaurant with a great selection of food and drink choices’ and ‘a wide range of healthy food options’ were the two most important factors for improving work-life balance.

There have also been studies on the

link between absenteeism and people

who are overweight. A normal weight

man (in relation to the BMI index)

misses on average three days per year

due to illness or injury, while overweight

and obese men (with a BMI of 25-35)

miss approximately two more days per

year, an increase of 56% missed days [12].

“ Overweight employees should be a major concern for every employer. If employees are overweight they have a higher risk of developing long-term health problems such as type 2 diabetes, heart disease and numerous other associated conditions. This is bad news for all businesses as companies are footing the bill for lost productivity whilst employees receive treatments, are off sick, feel lethargic and lack energy during their time at work [13]. ”

Kylie Nelson, Head of Business Services – EMEA, Macquarie Group Ltd

Evidence shows

that ‘a wide range

of healthy options’

is important to

employees.


43

A recent study by The Chartered

Society of Physiotherapy suggests that

as many as one in four people are too

busy to take a break for lunch, and one

in three people eat lunch at their desk.

The average person takes less than 20

minutes each day for lunch away from

their desk. Taking a lunch break and

nourishing the brain with food, oxygen

and water will lead to better work in the

afternoon than continuously working at

the computer screen [15].

Eating the right food can improve your

memory, lift your mood and help you

concentrate for longer. Foods that are

high in Omega-3 oils are good ‘brain

food’ and will have positive effects on

productivity [16].

“ Within the workplace environment, we are seeing those same pressures of the need of convenience and speed, putting pressure on what workplace operators have to do…Consumers are happy to spend that little bit more of their money, if they are getting exactly what they want. They are wanting more of the high street brought into the workplace, they are happy to spend that little bit more on a better quality product. ” Simon Stenning, Food Service Strategy Director, Allegra [14]


44

Workers want to be activeThe search for healthier lifestyles not only

affects our daily routines in the office but

the way in which we travel to work.

According to Transport for London, since

2000 there has been a 117% increase

in people using London’s cycle network.

Initiatives such as a recent scheme at

GlaxoSmithKline have seen the number

of people cycling to their Brentford

offices increase from 50 to 450 [17].

Further companies have also

implemented cycle schemes, for

example the Edenred Cycle to Work

scheme is run in partnership with

Halfords and allows employees to

choose from a wide range of makes

and models of bikes and accessories

up to a value of £1,000. The benefits

are numerous including improving

staff well-being and morale, reducing

car park costs and traffic congestions,

even making savings on your national

insurance contributions [19].

Mobility at work has evolved. Yoga and

exercise classes as well as on-site gyms

have been available in the workplace

for a number of years. We are starting to

see the next wave of mobility initiatives

at work, from standing desks to walking

meetings. LinkedIn CEO Jeff Weiner

has been known to conduct walking

meetings behind the LinkedIn offices,

whilst Google, Microsoft, Evernote, Hyatt

and Marriot have all installed treadmill

desks [20].

How 18-25 year olds are travelling to work in the UK:

• 34% by car (30% of which would prefer to drive Hybrid)

• 30% walking

• 16% public transport

• 12% cycling

• 7% motorcycle/scooter

[18]


45

“ If the potential that resides in the country’s workforce was more fully unleashed, we could see a step change in workplace performance and in employee well-being, for the considerable benefit of the UK. ”

David MacLeod and Nita Clarke.

In an effort to improve the health and well-

being of their staff, Ginsters conducted

employee focus groups where staff confirmed

that many of them would like to walk to the

office, but the fact that the street lamps on the

surrounding roads did not work early in the

morning meant they felt unsafe. As a result,

Ginsters engaged with the local council and

got the street lamps fixed so that employees

could start walking to work and feel safe in

their surroundings [21].

People expect to have a say as consumers or

public service users and unsurprisingly apply

the same principles to the workplace [22].

On average, people work for over nine hours

a day, compared to 7.7 hours of sleeping,

with the majority of this time typically spent

sat behind a desk. A recent study in America

showed that sitting down for six or more

hours per day makes you up to 40% more

likely to die within 15 years than someone

who sits down for less than three hours per

day, regardless of other physical exercise [23].

Recent studies have even claimed that sitting

is worse than smoking. Researchers suggest

that you can lose up to 8 pounds a year if you

stand for 3 or more hours per day [24].

As we continue to become more aware of

the need for a healthy lifestyle, with all

its inherent benefits, the workplace

must evolve to support this. The

business benefits are clear: a

healthy workforce is a more

productive workforce.


46

At Macquarie Group offices

in London, one of the main

features is a steel staircase

spanning across all 6 floors

of the building. Kylie Nelson, Head of Business Services at Macquarie Group explains

that “the stairs are the most visual thing when you come out of the workspaces.” They

were specifically designed as

the ‘centre-piece’ to encourage

people to take the stairs,

promoting mobility at work and

increasing interaction [25].


47

Bringing the outside in; well-being factors Health isn’t just about exercise and

diet. It is also about access to natural

light, to good air quality, ambient

temperature and access to outdoor

spaces. The environment around us

affects our moods and productivity

towards work.

You may not think much about

it, but the way an office is set up,

from individual desks to the entire

office’s lighting, has an effect on the

productivity of employees.

• Studies show that comfortable, well-

ventilated and well-lit, safe workplaces

increase productivity as much as 16%

and job satisfaction as much as 24%,

whilst also reducing absenteeism.

• In a study conducted by RPI, workers

in windowed offices were shown to

spend 15% more time staying on task

than colleagues in windowless

offices [26].

Anyone who has had to work in a

windowless office will know how

important it is to have the right light

levels – and how important it is to

have at least some natural light. In

fact 48% of 18-25 year olds would

prefer only natural light in their working

environment [27]. ‘People who spend more time in natural lighting than in artificial lighting have increased productivity and alertness’ [28].

The basics have to be right. When

employees are asked which features

they consider important for an effective

workplace, the two most common

answers are the ‘Desk’ and ‘Chair’

perhaps not surprisingly. Slightly

further down that list though sit other

factors such as ‘Temperature Control’

(5th) and ‘Natural Light’ (8th) [29].


48

Office temperature is vital, although according

to The Health and Safety Executive, there isn’t

a legal requirement for a minimum (or even

maximum) workplace temperature. It does

say however that a workplace should be at

least 16 degrees, or 13 degrees if much of the

work is physical. A study in America across

575 office buildings highlighted that 77% of

indoor environmental complaints were about

conditions perceived to be too hot or too

cold [30]. Finding the optimum temperature for

an office environment can be a matter of trial

and error.

According to Sodexo’s March 2013 workplace survey, having a ‘consistent temperature’ is the number one way to improve workplace comfort.

On the trade floor at the Macquarie Group

offices in London, chilled water pumps

through the desks to maintain the temperature

and generate a comfortable working

environment, highlighting the efforts made by

some companies to ensure staff are working

at a comfortable temperature.

The culture of bringing the outdoors inside will

be implemented in an effort to drive employee

satisfaction and productivity. One study by

Plant Culture Inc. even highlights that plants,

when placed inside the office, can lower

workplace stress and improve productivity by

12% [31].

As traditional working hours and working

methodologies change so does the need for

conventional offices. Whilst internal walls gave

way to open plan some time ago, a number of

companies have been even more radical and

creative in the use of their internal and external

space – Google, Innocent, Pixar and Red Bull

are all examples of companies who don’t just

think of offices as places to work. They believe

that the office should positively bring out the

best in their people.


49

Implementing and measuring health and well-being

programmes usually present win-win scenarios for

employee and employer alike. The tangible benefits

for employees are evident, from weight loss to the

reduced possibility of mental health issues. There are

tangible benefits for employers as well.

‘Given complete freedom, people want to be on a height looking down. They prefer open, savannah-like terrain with scattered trees and shrubs and they want to be near a body of water, such as a river or lake’ [33].

According to architectural firm HOK, there are 10

workplace design considerations that can positively impact

the workplace environment, enhance performance and

improve health and wellness:

Thermal comfort and temperature

Access to nature, views and daylight

Sensory change and variability – a lack

of visual stimulation during the day can

dull the senses

Colour affects peoples’ moods

Noise control

Crowding

Human factors and ergonomics – workplaces

that are comfortable and flexible

Indoor air quality

Choice for employees

Employee engagement

“ FTSE 100 companies that track and report their wellbeing programmes outperform others by 10%. ”

Monica Parker, Head of Workplace Consulting

at Morgan Lovell [34]

1

2

3

4

5

6

7

8

9

10

10

[32]


50

10


People are trying to live healthier lifestyles and are more aware of the benefits of a

balanced diet and regular exercise

Over 95% of consumers see eating fresh fruit and vegetables as important with 74% aware of the

importance of drinking enough fluid during the day.

Sports participation has risen following the Olympics with 75% of councils seeing an increase in

participation at sports clubs since Summer 2012.

More employees are cycling to work. Since 2000, TFL has seen a 117% increase

in the use of London’s cycle network.

Well-being programmes are becoming increasingly important to ensure employees are comfortable in their

working environment. FTSE companies that track a well-being programme outperform others by 10% in the market.

Organisations need to understand how their office can support their employee’s health requirements

Staff restaurants should offer a large variety of nutritional and balanced choices for staff to choose from throughout the day. Healthier lifestyles should be actively encouraged.

Employees should be encouraged to partake in sport. Subsidised gym memberships, on-site sports facilities and after-work exercise groups are all seen as benefits in the workplace in terms of supporting the health of their employees.

Space to park bikes at the office will become more important as employees continue to cycle to work. Offices should also be equipped with showers and changing facilities for those staff who wish to cycle. Some organisations support staff who cycle by providing financial support to purchase a bike.

A thorough well-being programme should be implemented and continuously managed and updated to ensure staff comfort levels are optimum.

Summary

1

2

3

4

51

People Trends

52

People trends – Work and life as one

53

Work and life as oneThe lines between work and life have become

more blurred than ever before, thanks largely

to Gen Y who want (and demand) more

flexibility than any generation before them.

Whilst the talk is still about ‘work-life balance’, it has become something of a hackneyed

and over used phrase. Instead, increasingly,

the media (and to some extent businesses)

are talking about work flow.

This isn’t all about allowing people to

work from home or remotely, but is about

creating a synergy between work duties

and personal life.

In many professions, remote working is

simply not an option. Doctors, teachers,

engineers, and factory workers are all

required to be ‘present’ at their workplace

to carry out their duties.

For these employees, work-life flow stems

from the opportunity and flexibility to prioritise

between work and personal life.

Research suggests that 67% of

employees would stay at a company

because of the balance it offers them [1].

Despite this, less than half of adults aged

16 and over in Great Britain report a

relatively low satisfaction with their work-

life balance [2] showing they want to see a

change in the way they work.

“ It’s [managing personal lives at work] just making employees lives an awful lot easier, so that when they are home, they feel like their life is much easier, so they can put the commitment into doing everything they need to do for the company, to go the extra mile, and deliver what the company needs them to deliver. ” Robin Giles, HR & Corporate Planning, Toyota [3]

67%Stay at company due

to the balance

it offers

47.4%Have a low

satisfaction of their work life

balance


54

Flow, not a balance

Work and life have become intertwined.

Increasingly people are seeing

the connection between work and

personal life as a blend and not a

balance. Balancing suggests that as

one increases in influence, the other

decreases, but this is not necessarily

the case. In an article in the Financial

Times by Andrew Hill (March 11th 2013)

he says that the description ‘work-life

balance’ lays a trap for those individuals

who believe they can spend the first half

of their lives on work and the rest on life.

He writes that if employees are driven,

or drive themselves to unproductive and

unhappy extremes, the whole corporate

economy suffers [5].

This idea of seeing work and life as a

flow has been reflected in the findings

of a new study from Millennial Branding

and Identified.com which shows that

Millennials have morphed both home and

work life into one and they are always in

both frames of mind – working during the

weekend, but arranging social activities

during the working day.

In a survey of 366 business managers

including Cass Business School and

Henley Business School, 48% of people

strongly agree or agreed with the

statement ‘My organisation does its best

to improve the work-life balance of its

people’ [6].

Employers are looking at ways in which

they can allow their staff to manage their

personal lives from the office environment

as it becomes more important to today’s

employees. Some of these methods are

explored further over the page.

“ When people are at work they are often thinking about what is happening at home, and vice versa [4]. ” Doug Shaw,

Founder of What Goes Around


55

Employees will surf at workThanks to the advent of technology,

employees live in a world that is

automatically connected at the touch

of a button. In that context, using

personal time to browse at work

would appear both normal and

necessary.

This is supported by a survey from

eMarketer, which states that 25%

of employees use the internet for

personal use during office hours for

at least ten minutes a day, whilst 13%

of workers use the internet for at least

two hours per day. The survey also

highlighted that 35% of employers

think personal web time should be

limited to 30 minutes per day [7].

It is estimated that workplace

browsing costs the UK economy

up to £14bn each year, though

blanket bans are not seen as the way

forward. With employees connected

to the internet on multiple devices, it

is virtually impossible to stop them

browsing. It is deemed by some as

so important, that a recent survey of

16 to 24 year olds showed that half of

them would not work for an employer

that banned social media at work [8].

Having said that, social media

platforms such as Twitter, Facebook

and, to a lesser extent LinkedIn, are

‘banned’ at work in approximately

50% of UK and US companies [9].

Companies that do ban the use of

social media at work defend their

decisions by arguing that it is difficult

to monitor amongst concerns over

security and data protection. This is

not un-true, but it can be managed

through a detailed social media policy.

Sodexo’s March 2013 workplace survey shows that 64% of people think social media platforms such as Twitter, Facebook and LinkedIn improve their working life with the most important reason being that they are used to research the market. Despite this, only 51% of respondents claim to have access to Twitter, 57% to Facebook and 69% to LinkedIn at work.

Experts suggest that companies will

embrace the use of social media and

‘personal browsing’ at work as they start

to see the benefits it can bring to the

business in terms of improving the work-life

flow of employees. It provides businesses

with direct access to consumers. Never

before has there been such direct access

between consumers and businesses.

Social media provides those using it with

access to real-time information [10].


56

Personal calls at work are importantTaking personal calls in the workplace

is a further area affected by the

increasing blur between work and

personal life.

According to the ‘Ofcom

Communications Market Report’ from

2012, 60% of mobile users in the UK

own a smartphone. Of those that own

a smartphone and are employed,

30% of them say they regularly use

their personal device for private calls

whilst at work. In addition, 35% of

smartphone users regularly use their

device (be it a personal smartphone

or a work smartphone) for work

out of office hours with a quarter of

smartphone users using it for work

whilst on annual leave [11].

Additionally, an American survey of

over 500 22 to 26 year old graduates

showed that 23% of respondents

would not take a job where they could

not make personal phone calls and

20% would reject a job offer if they

could not check their personal emails

whilst at work [12].

With the emergence of open plan

spaces and the removal of dedicated

office space, having somewhere to

take personal calls has increased in

importance. At Innocent headquarters

in London, staff are encouraged

to take personal phone calls inside

a traditional red telephone box for

privacy [13].

The need for private space within

the workspace will become more

important as the lines between work

and home life continue to blur.

23%Wouldn’t take a job where they couldn’t

make personal phone calls

20%Would reject a job

offer if they couldn’t check their personal

emails whilst at work


57

The right to request flexibilityIn November 2012, Nick Clegg

laid out proposals to make flexible

working patterns achievable for

everyone. The new employment

rights package is designed to make

flexible working the ‘norm’ in modern

society, to “help drive a culture shift

in the workplace” [14] and encourage

more women back in to work [15].

At present, all parents and carers

are legally permitted to request a

change in their hours or location of

work.

Clegg’s proposal will however

see this extended to any relative,

grandparent or close family

friend who can provide childcare

assistance.

Initiatives are being introduced by

employers and government alike,

aimed at supporting employees

trying to manage the flow between

their work and personal lives. This is

set to continue.

“ The right to ask for flexible working and improved parental leave conditions offers support for parents with young children. However, we will only succeed with these rights if business leaders realise that flexible working is not just for young mothers. Improving the work/life balance can benefit all employees and businesses.

For example, Xerox UK estimates that the introduction of new ways of working has saved the business £1m over the past five years through enhanced staff retention. At BT, work/life balance initiatives have saved the company hundreds of thousands of pounds in recruitment, retention and development costs and more than £200m in accommodation costs [16]. ”


58

Work and home life have become inter-twined. The latest generation sees them as one

The ability to manage home life at work is becoming

increasingly important as more people continue to manage

their work life at home. 67% of people say they would stay

at a company because of the balance it offers them.

Whilst organisations may not approve, employees

will spend time at work managing their personal

life. This could be by surfing the internet, using

social media or making personal phone calls.

Up to half of 16 to 24 year olds would not work

for an employer that banned social media at

work. Despite this, social media is still banned at

approximately half of all UK and US businesses.

The blurring of work and social life is having a major influence on the workplace environment

Employees should be made to feel comfortable

managing their personal life whilst in the office. This

means seriously considering lifting any website ban

in place (or not implementing one in the first place)

and allowing personal items to be delivered to work.

The office space should provide a private

environment in which employees can make

personal phone calls and manage their personal

life away from the openness of their desk.

Organisations should implement a social media

strategy that enables employees to use it whilst

at work, but understand the possible security

implications that can arise in terms of leaked

information or damage to their brand name. Trusting

employees to use social media responsibly at

work can bring about increased engagement.

Summary

1

2

3


59

People trends – Working any time, anywhere

60

“ Work is an activity not a place – work is no longer confined to the office environment and we need to support work in different locations and on the move [3]. ”

Working any time, anywhere

The remote working movement is

beginning to become an everyday

aspect of many people’s lives.

According to the 2011 UK Labour Force

Survey, almost 14% of the population

works remotely, a rise of 1.4% from

2005. Of these remote workers, two

thirds work in multiple locations whilst

nearly 30% work from the home [1].

Post the 2012 Olympics, when

telecommuting was used as a tactic by

many London institutions to combat long

commutes, a survey of 2,500 people

carried out by Regus highlighted that 2

in every 5 workers work remotely for at

least half the week [2].

Nowadays, how and where people

work has changed. This is down to

a combination of the generational

changes to our workforce, the

increased availability and

developments in technology and the

increased importance of work-life flow.

Flexibility and telecommuting continue

to remain an important factor for

employees and employers alike. A

study by the consulting firm Deloitte

found that while salary is still top, work

flexibility – when, where and how you

work – is becoming an increasingly

prominent consideration [4].

In a compensation survey of 1,400

CFO’s in 2009, 46% stated that

telecommuting was second only to

salary as the best way to attract top

talent with 33% claiming

that telecommuting was

top of the list [4].

A further study revealed

that around 14% of people

claim that it is so important

that they would change jobs in order to

work with fewer restrictions [5].

While trust and the difficulty of

managing staff are often cited as

the reasons why flexible working

conditions are not offered to staff,

there are schemes that have shown

flexible working boosts productivity and

efficiency.


61

Flexible working makes business senseOffering employees the ability to work

flexibly makes business sense.

A flexible working pilot scheme was

introduced at O2 to highlight the

changes in productivity that such

schemes can have. As part of the pilot,

one quarter of O2’s 12,000 strong

workforce worked at home for the day.

On that one day alone employees

saved 2,000 hours of commuting time,

the equivalent to 250 8-hour days. Of

these 2,000 saved hours, 52% of it

was spent on working, with the rest

spent on personal time [6].

O2 showed that as a result of the

flexible working pilot scheme there

was an increase in productivity of 15

to 20% [7].

A recent study conducted by Cisco

highlighted that its employees who

work from home through its ‘Virtual

Office’ equipment were nearly 50%

more productive, with the average

employee gaining 2.75 more

productive work hours during the

week [9]. Other studies show that

people who can work effectively from

a remote location can work 15 to 20

additional hours a week [10].

There are clear, tangible benefits to

deploying a flexible workforce. As

more companies run pilot schemes

and start to understand the return on

investment such arrangements can

offer, they will become more and more

a part of everyday life.

A wider talent pool

Reduction in absenteeism and increased retention

Increased staff loyalty

Increased productivity

of employers say flexible working practices had a positive effect on recruitment and retention65%

of employers noted some or significant improvement in employee relations70%

of SME’s have seen an improvement in productivity58%of employers reported the positive effect in recruitment42%

[8]


62

The office can be anywhereThe benefits of working from home are

not just seen by the employer. Working

from home for some or all of the week

has become increasingly popular for

employees. According to the May 2012

report on flexible working provision

and uptake by the Chartered Institute

of Personnel and Development, 73% of

employees report that flexible working

has a positive impact on motivation,

whilst only 3% believe it has a negative

effect [11].

Whether employees elect to work away

from the office or it is encouraged

by employers, the infrastructure now

exists to allow the workforce to work

anywhere in the world. There are no

limits to how, where or when people

can be productive.

A study of 5,000 UK Directors and

business owners reported that 60%

of office-based employees will be

regularly working from home within

the next decade. The Virgin Media

Business report also highlighted the

possible changes we will experience

regarding face-time with employees,

by stating that 72% of respondents

think face-to-face meetings with

customers will become outdated [13].

However, not all organisations are

following this trend with Yahoo recently

requesting all of its employees to work

back in the office from June 2013. This

request bucks the trend and received

mixed response from employees and

industry professionals alike. Only time

will tell whether it is a positive outcome.

“ The growth in video and social media across corporate networks is also supporting this migration away from the traditional office confines; the importance to underlying network infrastructure once more comes under the spotlight. ” Tony Grace, Chief Operating Officer, Virgin Media [14]

“ So, if you want to get up at five in the morning and work from home until eight, and then go off to the gym for a couple of hours, or an hour or so, then go into the office for half the day, or not go into the office at all, just because you’ve ticked all those requirements that your employer wants from you, why should they reallymind, as long as you’re being as productive as you possibly could be, does it matter how you achieve it? ” David Emanuel, Managing Director, i-FM [12]


63

Work contracts are changing“The last decade of the twentieth century brought a rapid growth in the flexibility of employment contracts. Part-time work, staggered hours, condensed working and ‘flexi-time’ spread. But these were mainly just variations of the permanent, full-time job.

The following decade saw an expansion of the ‘contingent workforce’. Organisations kept hold of a core of essential talent but contracted out peripheral activities to save costs and increase flexibility” [15].

Companies are now providing employees with a wider

variety of working contracts, ranging from the traditional full-

time and part-time, to flexi-time and job sharing. This allows

different employees with different skills, requirements and

personal arrangements to continue working as and how it

suits them.

Flexi-time is a system used by employers to allow staff to

work flexible hours, typically at the beginning or end of the

working day, provided that an agreed ‘core’ part of the day

is spent in the office.

Flexi-time in itself is not a wholly new concept, though its

implementation has increased thanks to the demand for

improved work-life flow and technological advancements.

In 2011, flexi-time was offered as a working arrangement by

52% of UK employers, up from 44% in 2006 [16].

“ We are on the cusp of the next big transformation in the model of work. Today technology allows us to work very differently than we did even a decade ago, and the new generation joining the workforce is not the only one demanding a new deal. Demographic and social trends, particularly the changing role of women, all point to the need for a fresh approach to work. We are poised for a revolution in working practices [17]. ”


64

Work is more and more being seen as an on-going activity

The evidence that demonstrates that some employees

can work more effectively and productively from a

remote location will ensure that the percentage of

employees working remotely continues to increase.

Telecommuting was offered by 34% of

organisations when trying to improve their current

working environment according to 2011 survey

of 180 Human Resource (HR) Directors.

Working contracts are now changing as more people

choose to work flexibly-the workplace will continue

to see increased use of flexi-time and job sharing.

These changes are having a significant impact on the workplace environment

As more people work remotely, organisations will look

to down size or move to less premium locations.

A telecommuting strategy should be

implemented so that all employees who

wish to work in that way can do so.

When recruiting new applicants, employment

briefs should be flexible and aimed at attracting

the best talent and not just those people who can

work in a certain location during certain hours.

Summary

1

2

3


65

People trends – The rising power of people

66

The rising power of peopleThe rising power of personalisation can

be seen in all elements of our personal

lives. From the high street to the workplace

environment, there is an increased demand

for more personalised experiences.

As a country hit by recession, there is

a notion that some employees count

themselves as lucky to simply have a

job. “Economically, we are in a period where the new generation is less likely to challenge the status quo when they arrive…they’re just lucky to have a job. It’s a luxury commodity; a full-time position.” Moving

forward though, “I think it may well be that some of those Gen Y’s will challenge their employers increasingly on doing a good job. They know they can do a better job if the organisation is more fluid with its adoption of technology” for example

explains Tim Oldman, Founder, Leesman Index.

Some of the most engaged workers are

those categorised as ‘vocally-involved’

meaning that they have the opportunity to

voice their views and be heard, yet only

34% of employees fit in this category [1].

In a world of free flowing information,

we will see employees stand up and

challenge the norm. The rise of people

power will mean organisations have to

start listening.

“ The dynamics will be challenged more between senior and junior employees, as the younger generation dictate, their requirements and what they expect of the office as far as technology and flexibility. ”

Kylie Nelson, Head of Business Services, Macquarie Group Limited

“ Intuitively, I always believed that by giving employees what they want—by satisfying their workplace needs—companies could find success. After almost three decades of research, we know: companies that fulfil their employees’ needs reap huge rewards when it comes to a motivated workforce, satisfied customers and, yes, profit. ”

Jack Wiley, Executive Director of

Kenexa High Performance Institute [2]


67

Recognition – Employees want a pat on the back

Exciting work – Employees want a job that is challenging,

interesting and fun

Security – Employees want to feel confident about their future

Pay – Employees want to be compensated fairly

Education and growth – Employees want to be given

opportunities to grow and develop

Conditions – Employees want a well-equipped environment

that is comfortable, healthy and safe

Truth – Employees want to be told the truth

Whilst researching for his book,

‘RESPECT: Delivering Results by Giving Employees What They Really Want’, Jack Wiley surveyed over 200,000

employees around the world over 30

years, asking them ‘What is the most

important thing you want from your

employer?’ His research found 7 key

elements that were consistent throughout

the world and throughout different

industries.

Harnessing the rising power of people

and understanding how they want to

work will be key going forward.

Appreciating how employees work

and how they want to be assessed will

be influential as businesses strive to

leverage more productivity from their

workforce.

“ What’s more, the organisations that provide these seven things outperform those that don’t. Their employee engagement level is 117% higher; their operational performance is 64% higher; their customer satisfaction level is significantly greater and their ‘return on assets’ is up to ten times higher. [3] ”


68

Happiness worksAccording to David Cameron’s

‘Happiness Index’, the average Briton

rates their “life satisfaction” as 7.4

out of 10 [4]. It is poignant, that in a

time when the news is dominated by

GDP and the economic downturn,

that the government is also looking at

additional measures to gain a more

dimensional picture of how society

is performing. ‘Happiness’ and ‘well-

being’ are no longer just exuberant

adjectives; they are factors the

government is monitoring to assess

the state of the nation above and

beyond GDP.

It is not just the government measuring

satisfaction, but businesses too.

Evidence shows that happy employees

are more productive and therefore

better for the workforce. Following a

study at Warwick Business School,

analysts showed that happy workers

were up to 12% more productive than

normal, while unhappy workers were

up to 10% less productive [5].

This notion of ‘happiness works’ is

becoming apparent when looking at

the physical design of a workplace.

Simon Jordan, Founder of Jump Design, explains that from an archi-

tectural point of view, they are seeing

workplaces introduce “spaces that reward rather than replace hard work” as organisations provide employees

with spaces to encourage happiness.

‘Ultimately…the source of productivity is… workers who get things done every day. And the evidence is clear: People perform better when they’re happier’ [6]. Happier employees lead to

a more productive workforce.

Companies will focus more on making

their employees happy as they look

to drive productivity and employee

engagement. What they must consider

though, is what makes one employee

happy may be completely different from

what satisfies another, and as a result

employees will be offered more choice.

“ If it isn’t fun, no one is going to be there for very long. Team outings, ping pong tournaments – whatever fits your culture – create opportunities to laugh and to see each other outside of just your day-to-day professional titles. ” Nick Worswick, Corporate Vice President, Seamless.com [7]

“ Don’t fit people into work, but make work fit around people. ”Doug Shaw, What Goes Around Limited [8]


69

25,416

24,817

24,783

25,011

Self-Employed

Self-Employed

Self-Employed

Self-Employed

Employees

Employees

Employees

Employees

2010

2011

2008

2009

3,810

3,790

3,896

3,957

24,983

Self-Employed

Employees2012

4,176

“ Few people will start on a course and stay there throughout their working lives. People will take detours, take time off to raise families, or to learn new skills. ” Maynard Webb, LiveOps

Self-employment is on the riseOne way that people are satisfying their demand for a greater say in their work-life flow is by becoming self-employed. There has been

a steady increase in self-employment since the financial crash of 2008, but the characteristics of those people who are choosing self-

employment now are very different to those who made the switch between 2008 and 2011.

Looking into the future, more employees will dip in and out of work with different employers and different contract terms. People will

build their individual portfolios to enhance their skill sets.

• The three years between 2008 and 2011 saw an increase of

147,000 people becoming self-employed. 80% of these were

female and they typically worked less than 30 hours a week,

with the largest rise seen in people aged 65 and over.

• Between 2011 and 2012, there was an increase in 219,000

people becoming self-employed of which 64% were male. 55%

of the rise was in people who worked longer than 30 hours per

week and those aged 50 to 64 saw the largest increase.

[9]*figures are in millions


70

Judging employees on outputAs employees start to enjoy flexibility,

or working on a contractual based self-

employment role, they will be assessed

on their outputs rather than the time or

effort exerted to get there.

According to a global survey of 8,360

workers carried out by Dell, over half

(54%) of British employees want to be

measured by their outputs in terms

of the quality as opposed to the time

spent in the workplace. Two-thirds of

employees are already measured on

their outputs at work.

Despite this, only half of the employees

surveyed in the UK claim that they can

complete their workloads within the

traditional 8 hour working day [10].

As employees challenge the norm

and come to expect more from their

employers, there will be an increased

expectation on people to deliver work

outputs. Flexible working provides

employees with the benefit of being

able to manage their own work-life

flow. A word of warning though – whilst

many employees may welcome the

opportunity to work from home, it does

not suit everyone. Some studies

have shown that flexible working

can, in fact, increase stress.

A survey of 5,000 employees,

conducted by the Economic and

Social Research Institute, showed

that 31% of people who work

at home are stressed, compared

to 19.5% of those not involved with

homeworking [11].

“ We went from managing through attendance to managing through deliverables. Going forward, it’s all about output. ” Frances Quigg, Senior Manager,Vodafone’s Better Ways of Working

54% of British employees want

to be measured by their outputs


71

The key to success in output based

assessment is trust. Employers have to trust

staff to deliver the work when it is needed.

Many experts agree that trust is perhaps

the most important element of a successful

workplace. Companies whose employees

trust them tend to have a more engaged

workforce and a high efficiency work

environment [12].

There will be a rise in employees who wish

to be judged by their outputs and they will

be attracted to those organisations that

provide a flexible approach to working.

As organisations start to implement such

schemes, trust will be critical to success.

Employees will have to prove they can

work via this method, building further trust

internally between team members, but also

with employers who expect results.

Trust is a pre-requisite to employee

engagement. Organisations that understand

the importance of employee engagement

have been shown to enjoy the following

benefits:

• 16% greater profit margin

• 19% greater operating income

• 18% greater productivity

• 2.6 times earnings per share growth

• 12% greater customer loyalty

• 50% fewer sick days

• 87% less likely to leave the organisation [13]


72


The availability of choice and the ease at which information can be gathered means

that employees now have much more awareness of the options available to them

The most engaged employees are those that are vocally

active and stand up for what they believe. Gen Y are more likely to challenge the status quo than other colleagues

as they become more confident in their ability.

Providing employees with the workspace they want and need can lead to an operational

performance that is 64% higher than normal. Happy employees are productive employees.

In the future, employees will dip in and out of different projects and different work to build their

own portfolio- employees will seek out a career lattice as opposed to a career ladder.

Employees will continue to want to be judged on their outputs as opposed to their inputs with trust being

a key issue in ensuring deliverables are met.

In order to motivate, inspire and retain valuable employees, organisations will need to consider

Involving employees in their decision making processes with regard to the workplace environment. Giving employees the opportunity to voice their opinions and then using this feedback to implement change can be highly motivating for employees.

Asking their employees what will make them happy (on a regular basis) and then acting on these findings.

Being very flexible in their approach to the appointment of new team members.

Introducing an output based assessment programme to ensure all employees are measured against quantifiable outcomes.

Summary

1

2

3

4

73

Space Trends

74

Space trends – To be the best, attract the best

75

In the future, as employees have

more opportunities to choose from,

their expectations are likely to rise.

As a result of changing employee

demands and expectations, they are

likely to choose to work for the most

accommodating organisations. Talent

attraction and employee retention are

key.

Unsurprisingly remuneration is still

the number one reason why the UK’s

employees leave their job, with 32%

of executives stating it as their main

reason. The story in the capital

however is different, with 38% of

London employees citing a lack

of work-life balance as the main

reason for leaving employment [2].

According to the UK Workforce Mood

Tracker 64% of UK employees would

leave their job for a company that

clearly recognised their contributions,

while 90% said that employee

recognition motivates them to do a

better job [3].

Continuous feedback and support will

be key to keeping the new generation

of employees happy. In contrast to

previous generations, Gen Y both

seeks and appreciates support,

feedback and regular appraisals.

“ When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled and confident in their ability to get the job done. ”

Susan Heathfield, Human Resources expert [4]

To be the best, attract the bestThe office is often referred to as a

‘shell’ that houses the company’s

most prized assets – its staff.

Attracting and retaining the best

staff is a well-known and often used

business strategy for improving

efficiency and productivity.

According to Nic Marks, Founder

of Happiness Works, companies

listed in The Top 100 places to work

typically outperform the market

by approximately 2-4% each year.

With job satisfaction the number

one criteria to drive workplace

satisfaction, companies are now

attempting to attract and retain

the best talent by making their

workplace the best it can be [1].


76

The best offices attract the best staffDavid Henderson, Managing Director,

Morgan Lovell, explains: “More organisations are beginning to understand that the office space is not just a blot on the profit and loss account, but an opportunity to motivate and inspire people. And comfortable, motivated employees mean improved productivity” [5].

Companies are now looking at various

ways to attract and retain the best

talent. Over and above motivating staff

through remuneration, recognition and

reward; the physical space, the style

of the office and the brand essence

are becoming increasingly important.

This is reflected by the fact that those

companies who reflect their brand

essence in their workplace design are

often voted some of the best places

to work. One example is Google who

was nominated as the number one

company to work for according to

Fortune.

According to the Leesman Index,

nearly 90% of employees agree

that ‘The design of the workplace is

important to me’ yet less than half

agree with ‘It’s a place I am proud to

bring visitors to.’

Other research from Hyphen, says

that two-fifths of Brits are not proud

of their jobs. Up to 25% of London’s

employees are losing pride in the

place of work, up from 15% in the

previous quarter, a poll of 1,000

workers showed [6].

Creating a workplace environment that

employees are proud of will help retain

and attract the best staff.

“ Those who invest heavily in a workplace would see it [talent management] as a key benefit of a heightened workplace. ” Tim Oldman, Founder, Leesman Index [7]

“ If you want top people you have to have top premises. ” Harry Brouwer, Unilever [8]


77

Young workers will judge how a

company values its employees by how

attractive the workspace is, particularly

looking for modern, high-quality

furniture and technology. Businesses

that go even further and provide

facilities such as car parking, bike

storage, workout areas, food or dry

cleaning will further stand out to young

people [10].

Whilst sustainability in office design

has improved due to the increase

in government legislation, evidence

suggests that sustainable office

design also ‘helps firms attract top

talent’. According to Paul Edwards,

Chair of the British Council for

Offices Environmental Sustainability

Group and head of sustainability at

Hammerson, “there is now a new generation of environmentally-

conscious employees that take green matters especially seriously when deciding upon where to work” [11].

The days of corporate colours and

logo-fatigue are in decline – the

modern office uses wall coverings,

break out spaces, manifestations,

digital signage and furniture to bring

their brands to life and create a sense

of place [12].

These workplace additions may just be

the latest fashion for the moment, but

evidence suggests that workspace

design and brand culture, in a more

holistic approach is becoming more

important to employees.

In short, the most innovative

companies understand that the only

way to stay at the forefront of their

industry is by maintaining a strong

company culture [13].

“ The role of the HQ is changing to one of global corporate community centre. Rather than simply accommodating desks, an HQ is about creating a dynamic, collaborative meeting place that draws people in.

The work environment can play an important role in the attraction and retention of staff which is an increasing struggle for many organisations. The role of design will become more important in office buildings as organisations appeal to a younger generation of workers who are increasingly interested in flexibility, choice and variety in the workplace. ”

Nicola Gillen, Practice Lead and Regional Director of Aecom’s Strategy & Workplace specialist division [9]


78

Retaining talent is a priorityAn organisation’s largest cost is its employees, not fixed

overheads. As a result of introducing new workplace incentives

at Ginsters, including a full health and well-being programme,

the company managed to save £30,000 per annum in

recruitment costs. This scheme enabled Ginsters to retain the

best talent meaning recruitment and advertising costs were

reduced as well as seeing a reduction in health insurance

costs as a result of a healthier workforce [14].

‘Given the increasing choice of employment types, we believe that companies keen to attract the best talent will in future have to replicate as many of the benefits of self-employment as possible, while continuing to provide the safety of the employment contract. If they do not they risk seeing that talent go elsewhere, or go solo’ [16].

Attracting the best talent helps drive efficiency and productivity,

while keeping the best talent reduces the heavy burden of

recruitment costs. In this economic climate, companies are

looking to drive efficiency; to make them stand out from the

crowd and having the best employees is recognised as a key

strategy to achieve this.

According to Right Management, the cost

of replacing an employee is nearly three

times the employee’s salary, when you

take into account recruitment, severance,

lost productivity and lost opportunities.

According to Life Work Solutions:

• Over 50% of people recruited in to an

organisation will leave within 2 years

• One in four of new hires will leave within 6 months

• Nearly 70% of organisations report that staff

turnover has a negative financial impact due

to the cost of recruiting, hiring, and training

a replacement employee and the overtime

work of current employees that’s required until

the organisation can fill the vacant position

• Nearly 70% of organisations report

having difficulties in replacing staff

• Approximately 50% of organisations experience

regular problems with employee retention [15]


79

Employees are now much more savvy and much more aware of alternative job opportunities than they were a decade

ago simply because the information they need is more readily and easily available

The best employees are attracted to the best

organisations. Companies listed in the top 100 places to

work typically outperform the market by 2-4% each year.

Remuneration is the number one reason why UK

employees leave their jobs but organisations are

starting to focus on other ways of attracting talent

by making employees proud of where they work.

Organisations will continue to want to bring their

brand to life in their office design and to create an

environment which enables them to attract the best

talent. 70% of organisations report having difficulty

with replacing staff and effective workplace design

could see that problem decrease as potential

candidates seek out the best places to work.

Creating engaging workplaces should be seen as a fundamental activity when attracting and retaining the best staff

Organisations should first of all understand from

their employees what they want and what would

make the office space a better place to work.

Employers should engage with their employees

and understand what makes them

proud about their workplace.

More companies will follow the lead of Google,

Innocent and Pixar in bringing their brand and

company ethics and values to life through their offices.

Summary

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80

Space trends – Open spaces create open cultures

81

Open spaces create open culturesAs commented on by Matt Oakley,

Chairman of the British Council for

Offices, there has been a “massive

decrease” in the number of cellular

offices and a corresponding rise in

less hierarchical designs [1].

We have seen a clear departure from

personalised office environments

into open, engaging spaces that

generate collaboration. Companies

are looking at how they can engage

their employees to make them more

productive and efficient.

The future workplace environment

will revolve around community, with

collaborative spaces to encourage

efficiency.

“At present, 70% of office space is

According to Marie Puybaraud,

a staggering 94% of ideas are

generated outside of individual or

personal office space, meaning we will

continue to see the increase in usage

of collaborative spaces.

Open plan offices have come under

scrutiny since their rise, with research

suggesting they have a negative

impact on employee satisfaction and

productivity. One survey suggests that

‘an open-plan office layout can reduce

a workers happiness levels by 32%

and reduce their productivity by 15%’ [2].

Many experts believe that open plan

environments also help spread germs

and raise stress levels [3].

Therefore, the key to making office

space that encourages productivity

and efficiency is in the design. Instead

of simply breaking down the walls

to create an open plan environment,

the offices of the future will provide

individual space to cater to differing

needs. Employees will require options

for the type of working environment

they desire, dependent on their work.

“ Future offices will have to be cleverer than just promoting hot-desking…Social interaction will still need to happen and providing collaboration space is the key. ”

Ed Bartlett, Director, Kykloud.

“ At present, 70% of office space is ‘individual’, with 30% ‘collaborative’. By 2020, this will have reversed. ”

Marie Puybaraud, Director Global Workspace Innovation, Johnson Controls


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The shift to informalityAs the new generation of employees

make more of an impact in the workforce,

the workplace will shift from formality to

informality. 73% of Gen Y employees favour

collaborating in informal break out spaces as

opposed to formal meeting rooms [4].

As more activity based work is deployed,

there will be a heavy emphasis on

collaborative spaces that invite unscheduled

interaction and create a more open, less

formal channel for feedback. These spaces

support faster-paced projects and delivery,

which can deliver major value to a company

where turnaround time is critical [5].

The office can now be seen as a social hub;

a hive of activity to support engagement and

collaboration across different spaces. As

we continue to see technology incorporated

throughout modern offices, the workplace

will be seen as an environment where social

interaction between both employees and

clients is at the forefront.

Microsoft estimates the percentage of work

output and deliverables that depend on

group input rose from 25% in 2000 to 70% in

2010. It will therefore be crucial for the future

to design spaces where employees can

work together, be engaged and collaborate.

In their very nature, these spaces will

be informal when compared to single or

personal office spaces [6].

“ Now, designers are building a wider variety of rooms tailored to each company’s function and direction. You are seeing more open meeting spaces, lounge furniture near circulation spaces…It is a shift from a ‘me’ to a ‘we’ workspace. ”

Michael O’Neill, Senior Director, Knoll, Inc.


83

Design space that encourages ‘bumps’ and discourages ‘interruptions’Work is no longer confined to office spaces,

but is all around us, all day, every day. “It is the idea of work being an activity and not a place” explains Alison Maitland [7]. The over-

arching implementation and use of technology

means that people are now continuously

working be that in the office, at home or even

on holiday – it is never ending.

Work is an ongoing activity: organisations

are beginning to understand the importance

of collaboration and engagement in the

workplace. Interaction is often unplanned

and informal, as opposed to pre-arranged

and structured.

Meetings and collaboration can occur on

the stairs, in hallways, in open spaces; while

outside, in the staff restaurant or at home.

It is on the spot and spontaneous. Office

architects understand the importance

of these ‘bumps’ and how they play an

influential role in employees’ working days.

‘Collaboration – whether through technology, shared workspaces, or simply bumping into people on stairwells – is vitally important to encourage individuals and teams to solve problems quickly, make decisions and seize market opportunities’ [8].

Spaces that encourage ‘bumps’ and

collaboration must be off-set with space to

avoid interruptions. Research shows that

following an interruption when focused on a

task, it takes on average 15 minutes for an

employee to recover their ‘state of flow’ or

level of concentration [9].

Facebook have recently revealed new plans

for their campus extension which will see one

single room stretch 10 acres, where everyone

will sit in the open on moveable furniture. It is

designed so that the open space will foster

greater communication and chance meetings

or bumps [10].

At Vodafone HQ in Newbury,

walkways were installed over man-

made lakes to provide easy access

to different areas of the campus.

These walkways were specifically

made narrower to encourage people

to ‘bump’ into each other and have

informal on-the-go meetings.


84

Employees are much more open about the way they live. Information and

advice is shared openly between peer groups as a result of the integration

of technology in their lives

Office spaces will continue to become more

open plan, with a variety of spaces to fit different

people and different circumstances.

Social interaction and collaboration in office

space design is key. Gen Y favour collaboration

and open spaces over cellular desks.

Offices are much more informal in their

design and layout. Meetings are increasingly

un-announced and un-planned- they are

becoming more spontaneous and taking place

anywhere within the workplace environment.

The key to creating open environments is in the office design and culture

Space should be provided for all employees for

all occasions, this includes personal space, open

space, creative space and space supported by

the technology needed to carry out certain tasks.

Offices should be designed to encourage interaction

between employees, both when they are working

and when they are away from their desk.

The space should be designed so that meetings

can happen on the go and un-announced. Spaces

should facilitate these meetings with touch down

areas located around the whole office environment.

Summary

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85

Space trends – Workplace optimisation for the future

86

Workplace optimisation for the futureUp to £135 billion each year is being

lost as a result of poorly designed

offices; from the high cost of real estate,

underutilised space and the wrong

furniture solutions to poorly integrated

technology. It is believed that up to 20%

increase in productivity could be gained

through more effective management of

this area alone [1].

The underlying theme of future workplace

trends, whether it is technology’s

influence on the new generation or

workplace design, is one of optimisation.

People, offices and collaboration tools

need to work smarter, not necessarily

harder, to generate operational efficiency.

There are new ways of working and

new tools to leverage efficiency. Whilst

technology enables employees to

work anywhere in the world, the office

environment should provide a motivational

and efficient space in which to work

where employees are happy, comfortable

and supported.

When asked about the objectives of

organisations who seek guidance on

how to improve or better understand

their workplace, Tim Oldman, Founder of

Leesman Index summed it up perfectly.

“To provide a better environment that increases the engagement of the employee, the pride of the employee and the productivity of the employee are the key performance drivers for a corporate organisation. It’s an improvement, error elimination, process that those organisations are adopting it for primarily.”

Workplace optimisation is not

fundamentally about cost saving, but

improving efficiency. Cost saving can

indeed be a positive side effect to

successful workplace strategies, but

it is not always the driving force.

20%Productivity can be increased by 20% in well designed offices

“ 54% of CEOs plan to focus on improving operational effectiveness in 2013. ”

Derrick Tate, Assistant Director,

PricewaterhouseCooper Real Estate Advisory.


87

Workplace: 12/1.3/80 These three numbers need to be

remembered and understood. They describe

where the best workplace leaders are

moving to in terms of average occupancy

efficiency across their offices:

• 12 square metres (net internal area)

per workspace

• 1.3 supported occupants

per workspace

• 80% utilisation per workspace

If your existing numbers are 20/0.8/50, then

moving to 12/1.3/80 represents a staggering

63% improvement in efficiency. [6]

Increase occupancy efficiencyOpen and collaborative spaces

enable offices to reduce their footprint.

‘In traditional offices with assigned personal desks, average desk occupancy rarely rises above 50%’ [2].

A flexible working policy introduced

in PricewaterhouseCooper’s offices in

Birmingham, where the staff to desk

ratio of 1.8:1 was introduced, saw the

cost per person fall 41% from £5,780

to £3,400. Over the course of a ten

year period, this is likely to save PwC

approximately £30m with the initial

investment of £7.5m paid back within

three years [3].

Research conducted over two years

by office furniture maker Herman Miller

using chair sensors found that the

average private office is unoccupied

77% of the workday, in use just 1.84

hours [5]. Improving occupancy rates

can have a significant effect on

productivity and efficiency.

“ Nobody would consider building a manufacturing facility that they intended to use just one-third of the time...And yet that’s what we routinely do with workspace [4]. ”

Mark Golan, Cisco vice president

for WPR.


88

Make the most of your spaceAs offices take advantage of a flexible

workforce and new technology,

companies will look to ‘right sizing’ –

strategically reducing or adapting

space and headcount to improve

efficiency. Fundamentally it is about

making better use of what is available

and avoiding what has been defined

as ‘spaceless growth’.

A recent research survey from Citrix

reported that by 2020 organisations

are set to reduce office space by

almost a fifth; the workplace will

provide just seven desks for every

ten office workers, with each person

accessing the corporate IT network

from an average of six different

computing devices [7].

This trend has also been reflected in

the BCO (British Council of Offices) in

their Specification Guide, which now

recommends office design occupancy

density levels at 8-13 square metres,

compared with the 12-17 square

metres in the 2005 Specification

Guide [8].

For many organisations, the prospect

of physically ‘down-sizing’ may not be

an option because they are tied in to

rent agreements or repayments on a

fixed space. ‘Right sizing’ is therefore

about using office space as efficiently

as possible; about using one space for

more than one reason.

This has led to the changing role

that certain office facilities play in

the workplace, for example the staff

restaurant. Whilst the staff restaurant

has changed and developed in the

last decade, with the evolution from

subsidised canteens to corporate

restaurant spaces, some predict it may

change even more in the future.

“ We could see a reduction in the number of staff restaurants at corporate organisations in some industries, as the focus changes to providing more café style offers that can be used throughout the day for both eating and informal meetings. We will start to see the traditional staff restaurant space used as more than just a restaurant, as companies look to optimise usage of their facilities. ”

Stuart Everson, Founder of

Everson & Partners


89

Outsourcing is on the rise‘Britain is braced for the biggest wave of outsourcing since the 1980’s’ [9].

As the people power movement

continues, combined with the

increasing influence of technology,

more people will work individually on

a contractual basis. Outsourcing will

affect and influence both multi-national

organisations and individuals alike.

Outsourcing is, “a cost effective and time-efficient business function. It can allow a business to gain competitive advantage through the allocation of specific function to a specialist external service provider” explains John Ellis,

MD at Nexus.

The question of whether to outsource or

not has never been more relevant than

in this current economic climate. The

anticipated growth in the contracted-

out sector is directly attributable to

the rising trend in companies wanting

to focus on their core activities in

challenging economic times [10].

The public sector is now the largest

outsourcing sector in the UK. The value

of government contracts awarded to the

private sector doubled over four years

to £20 billion. This figure accounted for

63% of public sector outsourcing in the

UK in 2012. The number of services

contracts awarded by the government

to the private sector rose by 7% in

the four years preceding 2012, their

combined value growing from £9.6bn

in 2008 to £20.6bn in 2012 [11].

As witnessed with the changing

employee relationships in the

workplace, the relationships between

clients and FM providers has also

changed. “As outsourcing has evolved in a more strategic way, cooperation, collaboration and co-development are required in order to achieve a mutual goal. Therefore, a close and long-term relationship is needed to achieve a sustainable competitive advantage” [12].

“ 60% of contracts are outsourced in the UK, with a total potential value of £125 billion. ”

Derrick Tate, Assistant Director, PricewaterhouseCooper Real Estate Advisory


90

Create partnerships for the futureOver time, with the growth and

globalisation of companies,

there will be a shift towards Total

Facilities Management (TFM)

and Global TFM contracts as

organisations look to leverage

efficiencies from their increased

size and budgets.

As within the relationship between

employees and employers, trust

and collaboration is key between

FM provider and the client. These

characteristics are built over time

and it is only after working together

will the true efficiencies of long-

term relationships become evident.

Sodexo and AstraZeneca: A partnership case studyAstraZeneca’s objective is to make

the most meaningful difference

to patient health through great

medicines. Sodexo’s aim is to

facilitate all their workplace services

so that all AstraZeneca employees

can work to their optimum potential.

As the FM provider, Sodexo enable

AstraZeneca staff to get on with

their day job.

Since the very beginning of the

partnership, Sodexo has been able

to demonstrate how (and where)

they could improve and add value

to the contract – they have spent

time truly understanding the needs

and requirements of AstraZeneca

staff. This partnership has enabled

AstraZeneca to deliver its core

business targets.

Sodexo is not the only provider

to work in partnership with

AstraZeneca. They have a range of

16 suppliers within their ecosystem

who work together mutually for the

benefit of the client.


91

Wave 4Companies seeking new

geographies for growth and multinational coverage,

particulary in developing economies

Wave 3Total facilities management

companies consolidatetheir markets

Wave 2Multi-service companies

acquiring additional services

Wave 1Single support service

acquiring sameservice businesses

Market Maturity

Single Service Multi Service Total FacilitiesManagement

Global TFM

M&

A W

aves

Glo

bal

isat

ion

Del

iver

yM

od

els

Growth


92

According to the latest MTW research

report on the FM market, there is

optimism ahead for the outsourcing

market. Some organisations have

highlighted ‘an apparent growing preference for single service providers boosted by the perception of a greater ‘leverage’ a client may have over a smaller FM provider’ [14].

However, on the contrary, research

from MCi predicts that the UK FM

market will grow by approximately 2%

each year until 2017, “the continued trend towards outsourcing is expected to ensure future growth opportunities for facilities management companies, with bundled services and integrated solutions, in particular, showing the strongest growth potential” [15].

This demonstrates (as it does

with employees in the workplace

environment) that there cannot

be a one size fits all approach.

Some companies will always

seek single service providers and

choose to work with a number

of different contractors. Other

organisations, by contrast, look

to leverage the efficiencies from

using one TFM provider to cover

all services. There is no right or

wrong and forging partnerships

will be important for both

routes- with outsourcing on

the rise there is likely to be

an increase in both options.

As with in the office environment,

the future of FM is built around

‘Collaboration,’ ‘Engagement’,

‘Partnership’ and ‘Flexibility’.

Creating long-term and

sustainable partnerships in FM

will be key to future success. FM

providers may no longer be seen

as simple service providers, but

solution partners.

% of Facilities outsourced % of Organisations

51-75%

75-100%

0-25%

26-50%

28%

38%

23%

11%

[13]


93

We are fundamentally much more

transparent in our approach to

life, both personal and work. This

transparency is not only seen

between employees in the workplace,

but between employers and other

organisations. The availability of

information and the ‘right here, right

now’ mentality in which we breed is

starting to have an influence on how

organisations conduct their business.

Creating partnerships whereby both

service provider and client can work

together makes business sense.

By 2017, it’s predicted that we will see

a 17% increase in the TFM sector, with

annual growth fluctuating between

2% and 4%. “This projected growth is partly a reflection of FM companies adopting a more partnership-based approach and providing more tailored services” [16].

As organisations come to expect more

from their contractors, as employees

are from their employers, relationships

will change. Open, honest and

longer term partnerships will be

formed if clients and contractors

are to work in synergy, with both

parties aiming to reduce costs and

increase productivity, efficiency and

collaboration.

“ 15% of the value of a contract is lost due to inefficiencies in managing the relationship and collaboration between the two parties. ”

Andrew Humphries, CEO of SCC Index

“ We will have to work closer with our partners and actually create real partnerships so that we grow. Clients don’t need just a contractor relationship anymore, they need a partner. They want an expert partner; someone that is going to bring substance and value to their partnership. They want a real working relationship. ”

Chris Sheppardson, MD of Chess Executive


94

Everything and everyone is being encouraged to work smarter (and often harder). All

types of organisations are trying to really leverage the best out of their teams, their

technology and their office space

Up to £135 billion is being lost each year as a result of

poorly designed offices. Workplace optimisation is about

improving efficiency and not simply cutting costs.

Flexible working schemes can reduce costs. One such

scheme from PricewaterhouseCoopers saw the cost per

person fall 41% - potentially saving the company £30 million

over a ten year period. Research shows that by 2020

organisations are set to reduce office space by almost 20%.

It is predicted that by 2017 the TFM sector will see growth

of 17%. Strategic partnerships for the future are key. 15%

of the value of the contract is lost due to inefficiencies

in managing the relationship between the parties.

When looking at workplace optimisation, the implications are huge

Organisations and external FM providers need to continue to

work closely together. As FM touches the lives of everyone in

an organisation on a daily, if not hourly basis, it must be seen

as a core business function rather than (as it sometimes can

be ) a necessary but rather peripheral business activity.

Flexible working schemes will mean offices could

reduce in size - space allocated for office needs

will need to be as efficient and cost effective as

possible. The numbers to watch are 12/ 1.3/ 80.

The partnership between FM provider and client

should constantly be reviewed and managed.

Longer term contracts may become more common

place as both partners work together.

Summary

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2

3


95

AcknowledgementsSodexo would like to specifically thank the following people for

their time, effort and support on this project:

• Tim Oldman, Managing Director, Leesman Index

• David Emanuel, Managing Director, i-FM

• Nigel Oseland, Director, Workplace Unlimited

• Doug Shaw, Founder, What Goes Around Limited

• Frances Quigg, Senior Manager, Vodafone Better Ways of Working

• Kylie Nelson, Head of Business Services, Macquarie Group Limited

• Nic Marks, Founding Director, Happiness Works

• Irena Czerski, Happiness Works

• Simon Jordan, Managing Director, Jump Studios

• Dan Wardle, Director, Surveyab Limited

• Kevin Watters, Services Manager, Allianz

• Hazel Hunter, Northern Ireland Police Force

96

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How Britain Works: Key Trends in a Workplace Environment

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