Transition Group Workshop: Using research to underpin workplace delivery & improve performance
12 May 2016
Advanced Workplace Associates www.advanced-workplace.com
Agenda
10:45 Arrival and coffee
11:00 Welcome and Introductions All
11:15 Giving knowledge workers their best day Claire Arnold, AWA
12:00 Case study: London & Partners 6 factors trial Louise Caligari, Joint Head of HR
13:00 LUNCH
13:30 True collaboration needs a good tool and advocacy Gill Montalto, PwC
14:00 What does the brain need at work Karen Plum, AWA
15:15 Members questions All
Updates, feedback and what’s next at the PIN Karen
15:30 Close and Tour of PwC Embankment Place
2016 Programme
Month Topic Host
28 January
Optimising the workplace - lessons and techniques for using the workplace to drive up organisational performance whilst achieving real estate asset efficiency
Willis Towers Watson
16 March
Emerging technologies for proactive workplace management - a range of technologies to help manage usage and capacity, as well as giving people choices at work
London & Partners
12 May
Using research to underpin workplace delivery & improve performance - using recent research to reveal what really makes a difference in the workplace
PwC
14 July
Changing minds - making a shift in behaviour at work A flexible workplace supports flexible needs and people. Here are the tools and approaches to help shift behaviour
Kinnarps
22 September
Interpreting “organisational personality” in workplace design What’s the “personality” of your business? Exploring ways to understand personality and translate into the workplace experience
T Rowe Price
24 November
Evolving the workplace management organisation - what does the it look like? What steps can you take to move towards that model….. embracing RE, FM, IT, and HR…..?
Unicef
2016 PIN Transition Group Members
Agile Change Framework
Prizes for each Business
Vision and Scope
Promotion and Engagement
BA
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Skill
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Inclu
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Inte
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Inte
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Te
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Bu
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& M
an
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Kit of Parts
Tools Solutions
Sp
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IT
Te
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FM
MI
Com
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Pro
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Giving knowledge workers their best day!
Claire Arnold AWA
AGILITY
AGILE CULTURE
AGILE WORKPLACE
AGILE WORKING
1 Attitudes, skills, practices, processes
and infrastructure that are holistically
designed to enable rapid change
without cost or pain
2 Leadership, attitudes, behaviours,
workplace rituals and skills that are
explicitly supportive of agility in every
aspect of business
3 Working practices that enable
people to work when and where it is
appropriate for them and their units
4 IT, telephony, policies and spaces
designed to enable people to have their
best day at work every day wherever
they are
What things have the
greatest impact on productivity?
The Six Factors of Knowledge Worker Productivity
Social cohesion
Perceived supervisory support
Information sharing
Vision / goal clarity
External communication
Trust
The Six Factors
… a shared liking or team attraction that includes bonds of friendship, caring, closeness, and enjoyment of each other’s company
…how employees feel the supervisor helps them in times of need, praises them for a job well done or recognizes them for extra effort
…refers to how teams pool and access their knowledge and expertise – which positively affects decision making and team processes. This has led to the idea of a team ‘Transactive Memory System’ (TMS), which can be thought of as a collective memory in a collective mind - enabling a team to think and act together
…the notion of ‘vision’ refers to the extent to which team members have a common understanding of objectives and display high
commitment to those team goals. For this reason ‘vision’ on the team level is also referred to as ‘goal clarity’
…the ability of teams to span boundaries (team
and organisational) to seek information and resources from others
…a firm belief in the reliability, truth or ability of others. It is created by the
expectation that the actions of the other person(s) will be to one’s benefit or at least
not detrimental to him or her.
Trust in colleagues and teammates is often
called horizontal trust. Vertical trust refers to
the trust employees have in management
Tone : Comfortable,
friendly, people at
ease ‘domestic’
Symbolism of open-ness
Glass
People in teams deliberately move
to get to know others in their teams
/ in other teams
Leaders use open
areas…nothing to hide
Fuzzy team territory ..people
encouraged to move round
Differences in power NOT reflected in
workplace entitlements
Places to chat – and it’s OK
Floor has a
‘heart’ building
has a ‘heart’
WIFI enabled mobility &
full ‘Lync/SFB’ Leaders work next to different
people each week to work with/coach
different people
Leaders adopt coaching style
Places to share (open and
enclosed)..designed for good sharing
– (plasma screens, network
connectivity, speakers, microphones
Encourage videos / information /
presentations from other depts/external
experts/consultants or organisations
PC in every room, easy to use
presentation /teleconferencing
kit ….decent quality Graphics: Team goals
visible to all
Graphics: Team identity and
narrative
Graphics showing how team goals
and vision link to company
goals/vision
Leaders and some of their team
members swap with leaders and
team members from other groups
Yammer and social
media
Drive larger meetings and
social interaction with others
THE 6 FACTORS
THE WORKPLACE
What does the brain need at work?
Karen Plum
AWA
The five core domains
Cognitive Fitness
What can we do in the workplace to address these factors?
Personal factors:
How can we encourage + facilitate adoption?
Environmental factors:
What can we do to address them?
What does this mean in terms of
workplace design?
Updates & Feedback
Explorer Groups Agile Working Bootcamp
Next time at the PIN....
• A flexible workplace supports
flexible needs and people
• But often people resist change
and cling to old ways of
behaving
• The workshop look at why this
is and will look at the tools and
approaches for shifting
behaviour
Date: 14 July 2016
Venue – Kinnarps, Farringdon, London
Changing minds – making the shift to agile behaviour
CASE STUDY: tbc
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