Workplace Design

The synchronised implementation of workstyle and workplace development with the facilitation of a single concept creation and delivery methodology, incorporating the merging of knowledge between the three key elements of people, property and technology, provides more than all the potential benefits outlined below and a component that makes the critical difference.

It has been known for some time that the physical attributes of the workplace such as air quality and lighting, can have an impact on the productivity of occupiers and what might be termed the psychosocial aspects of the working environment can also be significant contributors (or inhibitors) towards greater productivity.  Supporting evidence has been available for some time but the identification and presentation of the contributing factors and results has generally been as fragmented as the traditional project approach described under the ‘background’ heading on the ‘approach’ page of this website.  Analysis of the available disjointed data, amalgamated from individual traditional perspectives, provides the evidence to suggest the following general guide:

Better designed workplaces could improve productivity by 19%
Better ergonomic furniture can improve performance by 10-15% over normal conditions.
Renovating an office building and upgrading furniture in some circumstances could increase productivity by as much as 53%, reduce absenteeism by 14% and increase job satisfaction substantially.
Average productivity loss for all office workers due to poor internal working environments equates to approximately 3%.

In a recent study of occupiers in central and local government and private corporations in the UK, between 75-80% of respondents stated that their workplace was either an important or very important influence on their productivity.

Flexible Working has also been shown to enhance productivity and increase job satisfaction, but, although the idea of increasing productivity and supporting worklife balance is very attractive, the difficulty is that this evidence does not enable accurate calculations for a potential project.  Statistics vary considerably and are influenced by so many factors, which often go beyond the scope of any single discipline. Therefore, the promised indicative potential is too woolly and lacking the confidence required to win support from the senior decision makers.  Often the measures suggested to achieve the potential outcomes represent additional investment over and above the basic construction and refurbishment costs and with no clear short term or medium return on the proposed investment are often considered as ‘nice to have’ and not essential.  In the current financial climate ‘nice to haves’ are not likely to happen and investment in many refurbishment projects is likely to be delayed or halted altogether.

The additional component, that makes the critical difference, is enabled by the Peoplespace ‘integrate and innovate’ methodology.  This component is the ability to make radical space savings and cost savings that not only out weigh the investment in the ‘nice to haves’ but the entire costs of the whole project.

The Peoplespace integrated approach offers an entirely different scenario and, particularly relevant at this time, the possibility of assisting clients to reduce their costs, position themselves to compete more successfully in a depressed market and to be ready to adapt and benefit quickly as the economy regains momentum.

For an initial assessment of the potential opportunities in your organisation’s particular case, contact us for an informal discussion or, to support your initiative, ask about the tools that could be used to provide the evidence required to develop the project further.