Winning the War for Talent - Workplace: LEVERAGING ON DIVERSITY, CHOICE AND COMMUNITY TO ENSURE EMPLOYEES ARE HAPPY, ENGAGED AND PRODUCTIVE
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Workplace: Winning the War for Talent LEVERAGING ON DIVERSITY, CHOICE AND COMMUNITY TO ENSURE EMPLOYEES ARE HAPPY, ENGAGED AND PRODUCTIVE CBRE RESEARCH CBRE WORKPLACE STRATEGY
01 Table of Contents 1. People-centred workplace strategy 02 2. How sharing and mobility is changing 03 the way we work 3. What mode of work and workplace is right 05 for your organisation? 4. Impact on the landlord-tenant relationship 15 5. Conclusion 16 Workplace: Winning the war for talent LEVERAGING ON DIVERSITY, CHOICE AND COMMUNITY TO ENSURE EMPLOYEES ARE HAPPY, ENGAGED AND PRODUCTIVE Pick up any magazine, or scan through your LinkedIn newsfeed, and you will see weird and wonderful examples of the latest “cool” workplaces. Articles will extol the virtues of these new workplaces, particularly their ability to attract, retain and motivate the millennial generation. Underlying these workplaces are much more fundamental shifts in the nature of work. These shifts are providing opportunities for all organisations to rethink the places where their people work without resorting to playful or flippant design concepts. This special report by CBRE Research outlines a variety of approaches to creating a physical workplace environment that satisfies the high expectations of the millennial generation, whilst controlling or even reducing real estate costs. The report explains how people-centric workplace strategies that embrace diversity, choice and community keep talent happier, more engaged and more productive, and also explores how these changes might impact the landlord-tenant relationship. You don’t have to be a cutting edge tech company to build great people-centric workplaces. Even in Asia Pacific, these workplaces are becoming mainstream solutions, so don’t be left behind. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
02 The drivers of workplace design are shifting from real estate and cost criteria to attracting and retaining talent Key elements required to align human factors and real estate parameters BALANCING “ME” AND “WE” SPACE Focused Enclosed Address-free Shared Meeting Work touchdown office workstation table room Cafe area ME (FOCUSED) WE (COLLABORATION) INCLUSIVE FOR DIFFERENT PEOPLE Ergonomic design Provide a wide Focus on wellness Encourage movement range of amenities Indoor environment Adjustable furniture Understand expectations Promote health Social elements CONNECTING THE INDOORS AND OUTDOORS Accessibility Visual and physical connection with other public spaces, public transportation and buildings Walkability Easily walkable to and from the surrounding business precinct, promote active streets and pedestrianisation Community Provide a wide range of amenities and leisure areas for social activities and events CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
03 The relationship between landlords and tenants is changing from a contract based on a lease agreement to a partnership with the common goal of creating a rewarding workplace experience for employees Open lines of Create a sense communication of community to understand and by providing cater to tenants’ communal space requirements beyond within and outside basic property buildings management © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
04 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? 1. People-centred workplace strategy The increasingly fierce war Figure 1. In the war for talent, workplace has to be a talent for talent is prompting more attraction strategy organisations to take into account Employers have Most important features human factors in the workplace difficulty finding talent for employees in workplace to complement their talent % 60 100 attraction strategy and shape % of having difficulty 50 80 workplace cultures that will help 40 60 them survive and succeed in the 30 40 changing world of business. In 20 20 the hunt for talent, workplace 10 0 0 is generally seen as a “hygiene Flexible working Connectivity to partners, suppliers Flexible workspace options Indoor environmental quality Provision of amenities Public transport accessibility Sustainability 2008 2009 2010 2011 2012 2013 2014 2015 factor”. A great workplace is unlikely to be in the top three reasons why a talent will work Global APAC Global APAC for an organisation, but a poorly Source: 2015 Talent Shortage Survey. Source: CBRE Asia Pacific Occupier Survey considered workplace is symbolic Manpower Group (2016) of an organisation that is not people-centric – and that’s a amenities and transport, and lower just now starting to create people- huge detractor. emphasis on flexible working. centric workplace strategies. However, there is a growing Finding the right talent is becoming awareness of alternative, flexible However, in mature markets and more challenging, according to workplaces and work practices gateway cities such as Sydney, Hong Manpower Group’s 2015 Talent amongst the younger generation, Kong, Singapore and Tokyo, the Shortage Survey. The difficulty is so we expect demand for this rapid transformation of office design higher in Asia Pacific compared to to increase. is already evident. Companies are globally (48% vs 38% respectively). creating environments where people Employers are more aware of the Whilst there are some notable world love to work and workplace settings potential for workplace design to class exceptions, generally speaking that align with business needs for better attract talent and they are putting companies in Asia Pacific are only collaboration, efficiency and job loyalty. more emphasis on flexible working, environmental quality and the provision of employee amenities, according to CBRE’s Global Occupier Survey 2015/16 (Figure 1). Figure 1 demonstrates that the talent challenge is even higher in Asia Pacific than the rest of the world. From an employee perspective, it indicates that employees in this region place stronger importance on resolving the basics, such as Source: CBRE Tokyo CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 05 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? 2. How sharing and mobility is changing the way we work Traditional working The model in Figure 2 explores how mobility has created four modes of work arrangements, whereby all and places to work. employees come to work at one site at the same time and sit at rows of homogenous 1. HUB 2. HOME individual assigned desks, represents what could be called refers to working in places are being challenged. the “traditional” workplace. where you have a defined People have an assigned desk personal workplace but you are Not only boring and culture- or office, but at times may outside corporate premises. destroying, these mostly open plan work from other places on the This could be at home or environments no longer respond to premises or campus, or leave could be temporarily at a the diversity and complexity of work their desk to use a quiet room hotel, but the individual has activities, work processes and or collaborative area. People full control over a private work team relationships. Arguably they working in a HUB are in a secure environment. never did. New technology environment in terms of both provides alternatives. space and technology. 3. CLUB 4. ROAM refers to working in an refers to those people working environment that has a diversity off premises in shared work of different settings where people environments. These might be in an organisation can choose free public spaces or places where they sit and who they sit that make work settings with in order to get their job done available by the hour, day or in the best possible way. Some week. Starbuck’s built this into CLUB environments have at least its business model for a period According to Citrix’s Workplace of one work setting available for of time and we are now seeing the Future report, about 89% of every person in the organisation. the dramatic emergence of global organisations will offer mobile Other organisations choose to take co-working spaces that support workstyles by 2020 enabled by mobile advantage of the fact that on most these types of workers. The working technology1. As the world days only a proportion of their next stage of evolution will shifts from workplaces to places to employees come into the office2. In see government and building work, the information & technology, this case, there may be less settings owners create places to work in human resources and corporate real than employees – but always and amongst buildings. estate functions must work together carefully calculated to ensure that with leaders and staff alike to craft new employees can find a place to workplace policies and solutions that work – even at peak turn up days. respond to this change. 1 This global market research report surveyed 1,900 senior IT decision makers in August 2012. They largely represent organisations with more than 1,000 employees across 19 countries across the globe. (https://www.citrix.com/content/dam/citrix/en_us/documents/products-solutions/workplace-of-the-future-a-global-market-research-report.pdf) 2 Global studies have shown that on average in most offices only 60% or people are in the office at any point in time. Source: Space Utilisation: The Next Frontier, CBRE Research, 2015. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
06 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? Figure 2: The four different approaches to work Ownership of Space Individual Shared One desk per person, Higher staff-to-desk touchdown space / Work at traditional Diversity of setting Occasional use - assigned desk non-territorial quiet room ratio Work from home Other places HOME ROAM Work in remote private space SECONDARY WORKING Geography of Work (e.g hotel) WORKPOINT IN TRANSIT Work from remote premises /satellite office On Premises Work elsewhere on premises HUB CLUB ASSIGNED UNASSIGNED SPACE SPACE Work at traditional assigned desk Source: DEGW (CoreNet Summit Hong Kong 2004) CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 07 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? 3. What mode of work and workplace is right for your organisation? In Asia Pacific, there is still strong Most organisations prefer to resistance among employers to let working from home happen letting people work from home informally and without a corporate during core hours, despite the fact mandate to avoid the complexity of that more than 50% of employees ensuring that home workplaces are in Asia Pacific would like to work safe and ergonomic, and avoid staff from home one or two days per asking questions such as who will week3. In most cases, this comes pay for the Wi-Fi, heating/cooling down to issues of trust and the ability costs and home insurance. Those to manage people remotely. In companies that do officially support other cases, it comes down to team working from home will typically dynamic and work processes, either have formal assessment processes WORKING FROM HOME the need for people to be able to to determine who is eligible to do easily interact face to face, or paper so. Alternatively, others allow people When contemplating the four driven processes. to work from home until such time modes of work there are two key workplace decisions for an organisation to consider: options outside premises and options within premises. OPTIONS OUTSIDE PREMISES To what degree and how should work be supported outside corporate premises (HOME or ROAM)? Every organisation needs to make their own decision based upon a number of factors. To some degree the “genie has already left the bottle” as laptops and smartphones allow employees to do some or all their work from outside corporate premises. For most people, however, this off premises work is in addition to working “core” CO-WORKING CENTRE hours within the hub. 3 DEGW client research presented at CoreNet Mumbai Summit, 2008. The drivers for working from home varied by country: India and Japan were interested in reduced commute times. In other countries, flexibility to work around family/life commitments was important. In many cases it was seen as a way to get focused work done – something that can be addressed by better workplace design. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
08 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? as they prove themselves unable/ office at all – and just occasionally The predominant yet traditional untrustworthy to do so. Once a host pop-up offices in order for open plan workplace was based decision is made to formally support employees to build relationships with on the old premise of work, which work from home, then policies and one another face to face. is increasingly irrelevant. The support processes must be in place. alternative is to create workplaces OPTIONS WITHIN PREMISES that have the same level of diversity Allowing employees to ROAM has as the nature of work that is also been happening informally One of the biggest questions facing happening, and then give people the for some time. However, some organisations today is to what degree choice as to where they want to work corporations are now formally should some, or all, employees move and how they want to work; self- considering hybrid real estate from a HUB work environment to organising their work and delivering strategies that reduce the base HUB a CLUB work environment within to clear targets rather than turning (or CLUB) footprint and supplement corporate premises? Put more simply, up to be seen at work. that work space with subscriptions to this is a question of whether or not shared workspaces outside the office people should be assigned a desk, Every company seems to have a – in particular co-working spaces. or whether they should be free to different name for its workplace This creates the ability to drive down choose where they sit, such as within programme: Smart Working, the base real estate costs whilst their teams local neighbourhood, or New Workplace, Agile Working, providing significant flexibility to cope more broadly. Connected Workplace, and so on. with volatile headcount. Alternatively, It can be very hard to distinguish some organisations see it as a way to Before answering that question, one from another – and in most get their staff out of the more formal it is worth examining what is high organisations this often leads corporate office and into creative performance work in a modern to unnecessary concerns about innovative spaces – often mixing workplace. Productivity is no longer proposed new workplaces being out with people from outside their own simply about how many widgets/hours of alignment with how people work organisations to stimulate ideas. a person creates or processes. In the in the organisation. world of knowledge, work productivity Building owners and developers is much more about innovation, rapid Cutting through all these names, around the region are grappling with sharing of information, leveraging there are fundamentally four kinds new lease structures, service offerings ideas, speed and quality of decision of workplaces to choose from – and and partnering with new types of making, and even “fail often fail fast”. there is no right or wrong answer. flexible space providers to capitalise Work is also no longer simple and Every organisation’s leadership needs on opportunities associated with repetitive. It is complex, often involves to make a decision in terms of what these changes. interaction with others and can move works for their business – based on between highly collaborative and ambitions for workplace culture, the At the far extreme, there are new highly focused activities, the physical nature of work and the objectives of types of organisations emerging and the virtual, the individual and the business. around the world that have no formal the group. CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 09 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? FOUR WORKPLACE MODELS Figure 3: The CBRE Workplace Compass To help explain these four options, CBRE created the Workplace HUB CLUB (assigned space) (unassigned space) Compass. Traditional Solution Hot Desking The four workplace models are: 1. Traditional Solution (basic) Basic 2. Hot Desking (basic) 3. Collaborative Workplace (high performance) 4. Activity-Based Workplace (high performance) To determine which option is right Collaborative workplace Activity-Based Workplace High performance for your organisation there are two principle elements to consider: Should people be assigned to desks or be free to choose where they sit? Do you need a basic or a high performance Desk space Group / collaborative space Mobility enabled options workplace? If assigned desks is the right strategy Source: CBRE Asia Pacific Occupiers’ Fit-Out Cost Guide (2015) for your business, then you have two options: Traditional Solution Although the capacity to drive space In terms of cost per sq. m., all four or a Collaborative Workplace. The efficiency through sharing is high, options fall within 2-3% of each other. difference is the diversity of work sharing ratios need tto be very So in that sense, cost should not be a settings (and therefore variety of carefully calculated to ensure that determining factor. However, it makes work supported) and the degree there is always a workspace to work. more sense to answer this question of mobility that employees have to In the case of ABW workplaces, it’s from a cost per person perspective. enable work from more than also important that the full diversity Using the traditional workplace as one place. of different types of settings are a base, the collaborative workplace available to choose from at most can be up to 10% more expensive If unassigned desks is the right times (quiet spaces, team spaces, (because desk space is reallocated strategy for your business then collaborative spaces, private rooms.) to shared collaborative and focus you have two further options: Hot workspace); the hot desking option Desking or Activity Based Working In either case there can be hybrid can be 10-20% cheaper (because you (ABW). Both solutions offer the solutions. The level of diversity is a have less desks than people) and the potential to save space and real sliding scale between low and high. Activity Based Workplace can estate costs through having more Companies can have environments be 20-30% cheaper (because the people assigned to the space than where some people have assigned diversity of individual work settings there are desks. The primary driver desks and others are mobile. offsets the need to create additional of Hot Desking is the ability to share Workplace strategists are the people shared facilities.) desks and save money. The primary who can help companies make these driver of ABW is to provide a diversity decisions and develop the detail of a of settings and the mobility that strategy, regardless of what choices enables choices. organisations make. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
010 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? Traditional Workplaces and Basic Hot Desking Workplaces are generally well understood workplace options. However, it is worth diving deeper into these two high performance options to understand the differences and the benefits. 1. High Performance HUB: 2. High Performance CLUB: The High Performance HUB workplace is characterised The High Performance CLUB is an ABWwhich enables by each person having an assigned workspace. people to share a diversity of different ergonomic work However, compared to traditional HUB spaces, the high settings that support a variety of focused and collaborative performance space allocates a higher proportion of space work activities. Private “owned” enclosed offices are less to shared activity spaces to support collaboration and common; typically there are sufficient small work rooms focused work. The high performance HUB recognises for all staff and not just leaders to find enclosed spaces to the human need for personalised space and a sense of work for as long as they need. High performance CLUB belonging. One challenge, however, is that people get too spaces are very responsive to business change and project comfortable at their individual settings and whilst excited needs and allow staff to self-organise themselves, trading by all of the “cool” alternative spaces to work actually off flexibility and choice for the ownership of their own often don’t use them as often as might have been attended desk. Aside from work preferences, these environments (one reason why some tech companies provide free food also cater to introvert and extravert personality types – is to lure their engineers to spaces where they have to each able to choose the type of setting that best suits their interact with others.) High performance hub spaces also needs4. When properly executed, the desire for ownership do not have the “agility” of a CLUB space and people are of a single desk tends to diminish, although it’s generally told where to sit and teams are well defined. This invariably a big sticking point when introducing the limits the ability of teams to self-organise themselves, or for concept to employees. people to easily work across multiple teams. Figure 4: High Performance CLUB - Activity Based Workplace This illustration below is a representative image of an ABW. Space types and names are included, but not limited to the below. Enclosed office Enclosed meeting room An acoustically insulated An acoustically insulated room to support room to support focused multiple work modes ranging from work or light collaboration. focused to collaborative activities. Open shared table Work Cafe Space for team Multi-functional space for social collaboration. interaction, team gatherings and individual work. Ergonomic work setting Open meeting space Unassigned desks to support Space for ad hoc activities both work and light and informal meetings. collaboration. Focused touchdown area High-walled pod An acoustically insulated Designed to support room to support focused or focused work. confidential work. Source: Haworth 4 https://www.csuchico.edu/eap/docs/empathia-advisor2014-04-IntrovertsExtroverts_and_the_Workplace.pdf CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 011 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? Activity Based Workplace Case Study – CBRE Tokyo office In 2014, CBRE consolidated its four Tokyo offices into a single location in Marunouchi under ‘Workplace 360’ – a workplace solution to move into an ABW which enables employees to work anywhere based on their needs. The rationale is that nowadays people undertake various work activities which require different work settings to fit the required levels of focus or collaboration. CBRE’s Tokyo office provides a variety of choices for various work activities including unassigned desks in open areas, unassigned workstations in focus space, enclosed phone booths, enclosed meeting rooms, open meeting space, collaboration space, high counter area and a substantial multi-functional cafe area. CHALLENGES KEY SUCCESS FACTORS RESULT Employees’ concerns about Strong support and endorsement The new environment provides an open, moving to an ABW model from senior management collaborative experience which has Creating a workplace that A clear change management increased connectivity and instigated the supports CBRE’s business programme following changes: operations in a more effective Listened to and engaged and optimal way with staff 100% unassigned seats Implementing a new technology Established training and 100% employees have laptops strategy and platform including etiquette for the new office and softphones laptops, softphones and VPN Implemented the right IT to 18% space saved in new office for staff support the new workspace 84% reduction on file storage 25% reduction in electricity costs More meeting rooms, enclosed phone booths and focus desks. In the post occupancy evaluation, 76% employees feel more productive 88% employees did not want to go back to old way of working 92% employees think the office reflects company brand and corporate values Photo credit: CBRE Workplace 360 © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
12 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? CBRE has identified three key areas for consideration when companies design their high performance workplaces: Balancing “Me” and “We” spaces; designing an inclusive workplace; and connecting the workplace with its surroundings. All three are discussed in more detail below. i) Balancing “Me” & “We” spaces A major focus of the high The next generation workplace “We” spaces normally would include performance workplace is providing should provide a range of space collaborative settings such as a range of different workspaces to options for employees to choose ergonomic work stations or shared balance the “Me” (focused, solo and from, depending on whether tables in a collaborative zone, and quiet work) and “We” (collaborative they want to work alone or in meeting rooms ranging in capacity and often noisy work) within the collaboration (Figure 5). For from 4-6 persons and containing same office, and for people to example, when work requires intense presentation, teleconferencing choose the workspace depending focus or is confidential in nature, and videoconferencing facilities. on the tasks they need to do. The then employees can select an Larger meeting room facilities and “Me-We” balance also ensures enclosed space. When work requires conference rooms can also be workspaces are provided for both focus but a certain level of distraction provided, along with more informal introverts and extroverts. is acceptable, a high-walled pod “We” spaces such as cafes which can booth is suitable. host meetings and social activities. Figure 5: Examples of different workspaces in a high performance workplace Focused Enclosed Ergonomic Shared Meeting Work Cafe touchdown office work setting table room area ME (FOCUSED) WE (COLLABORATION) Focus space Ergonomic work setting Collaborative space Social space Focused touchdown area Ergonomic work setting in quiet zone Large-size collaborative space Multi-functional work cafe High-walled pod Ergonomic work setting in collaborative zone Small-size collaborative space Multi-functional work cafe Source: CBRE Research, 2016. CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 13 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? The high performance workplace must feature a variety of ergonomic work settings as one size does not fit all. Ergonomic work settings can support a diversity of work activities ranging from quiet, noisy, collaborative and inspirational working zones. As workplaces have become more diverse and complex, forecasting space requirements has become much more about probability analysis (“what’s the likelihood of someone needing this type of space?”) rather than traditional linear or hierarchical calculation processes. Deliberate ambiguity in the physical design of spaces will also help users experiment and find their own best ways to use spaces – rather than just following the diktats of designers. ii) Designing an inclusive workplace Companies’ workforces are increasingly diverse in terms of age, life stage5 , gender, ethnicity and personality types. A well-designed high performance work environment can easily take into consideration all aspects of employee diversity including their needs and aspirations and therefore be more inclusive than traditional office solutions. In addition to providing a diversity of settings, there are three other key areas of consideration (Figure 6): Figure 6: Elements of inclusive office design 1. 2. 3. Ergonomic Provision of Wellness: design: amenities: Best-in-class companies value Ergonomics is crucial for Research indicates that the their employees’ physical, workplace health and safety. millennial generation is mental and social health. At When designing and planning attracted to workplaces offering the same time, employees an office, ergonomics a wide range of amenities. want to improve their work-life should be customised to suit Popular facilities include balance. The next generation employees’ profiles. Features daycare facilities; showers workplace must therefore include height-adjustable and changing rooms for factor in wellness. Companies workstations (ideally with a sit staff who cycle to the office; should ensure their workplaces to stand range); ergonomic gaming rooms, rest areas provide features to promote chairs; position-adjustable and green space. Providing physical health, such as natural display screens; and individual these types of facilities to light, temperature and indoor adjustable lighting. Medical employees will make them feel air and water quality, but also research in the United States valued by the company and mental wellbeing, such as indicates that every US$1 spent drive engagement and staff space choices to reduce stress. on ergonomics has an US$18 retention. However, care needs return on investment.6 to be taken when assessing requirements as employees often ask for facilities that are then never used once built. The use of social and recreational facilities is often influenced by the culture of the organisation – often requiring senior leaders to “give permission” to use facilities – particularly if the intention is that they are used during working hours. 5 In workplace culture ‘life stage’ is a stronger indicator of employee needs and aspirations than their ‘generation’. 6 Dr. Alan Hedge, Cornell University, at CBRE Business Intelligence Lunch, Singapore March 2016. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
14 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the Landlord-Tenant Conclusion workplace strategy changing the way we work workplace is right for your Relationship organisation? Ergonomic design Provide a wide Focus on wellness Encourage movement range of amenities Indoor environment Adjustable furniture Understand expectations Promote health Social elements • Stand to sit workstation • Rest Area • Access to natural light • Ergonomic chairs • Wellness facilities • Thermal comfort • Encouraging movement • Green space in buildings • Noise control in the office • Games rooms • Indoor air and water quality • Bring green elements Ergonomic Provision of Wellness design Amenities Food & Beverage Bring green elements in workplace Sleeping pod Sit-to-stand workstations Exercise space Access to natural light Clean drinking water Photo credit: CBRE Workplace 360 CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 15 People-centered How sharing and What mode of work and Impact on the Landlord-Tenant Conclusion workplace strategy mobility is changing the workplace is right for your Relationship way we work organisation? iii) Connecting the workplace with its surroundings The next generation workplace which are often a major factor The next step is to integrate should not only fulfill the functional in attracting and retaining staff. the building into its immediate needs of office users, but should Combining internal and external surroundings. Since most office also improve their psychological and placemaking can create a complete buildings are standalone entities social wellbeing. While discussion experience for employees. and are separate from one another, in this report so far has been largely there are opportunities to create an focused on internal workplace Relatively straightforward measures “arrival experience” long before an design, it is equally important to look include making better use of employee arrives in their workplace. beyond the physical confines of the common areas at the building office to its external surroundings entrance. These areas should Poor or non-existent connections and look at ways to strengthen function as a source of inspiration, between a building and its employees’ sense of belonging to rather than just a lobby or hallway. immediate locality can weaken the the community. By adding F&B or art installations, arrival experience. Good urban permeable small scale public spaces design can add value to real estate The adoption of mobile working can be created. These areas can be by facilitating the coordination means the quality of the space linked to outdoor areas featuring of public transport, public space, outside a building is becoming street furniture, vegetation, paths, pedestrian routes and amenities. more important than ever. Areas cafes, exhibitions and so on, which General design guidelines to surrounding a building or spaces could also provide opportunities for integrate a building into its vicinity between buildings can be utilised community engagement. are illustrated in (Figure 7. as part of a network of workspaces, providing employees an even greater Figure 7: Connecting the indoors to the outdoors choice of locations and settings to work and socialise. When a building does not have sufficient internal common area to accommodate amenities, external locations can be used to house facilities catering to staff and help build a sense of community. Examples include outdoor furniture and dedicated areas for events, games and performances. Where possible, these areas should be linked to other amenities such as F&B, gyms and entertainment areas, Accessibility Visual and physical connection with other public spaces, public transportation and buildings Walkability Easily walkable to and from the surrounding business precinct, promote active streets and pedestrianisation Community Provide a wide range of amenities and leisure areas for social activities and events © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
16 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? Case Study – International Towers Sydney in Barangaroo South, Sydney The International Towers Sydney 50% of the site area of Barangaroo new business district for Sydney, but will comprises three buildings in is allocated to public space and provide a high quality of life for those Barangaroo South in the Walsh including urban parks, a waterfront who live, work and play there. Bay precinct of the Sydney CBD. plaza, a harbour cove, public piers, Barangaroo South is part of the waterfront promenades, boardwalks, The three towers have already 22-hectare Barangaroo renewal public squares, streets and laneways. attracted global anchor tenants project and is being positioned as The entire 2.2 km Barangaroo including Westpac, KPMG, Lendlease, a business precinct with residential waterfront is fully accessible to PwC, HSBC, Swiss Re, Gilbert + Tobin and leisure components. Lendlease the public. and Marsh & McLennan Servcorp9. was selected as the developer for Major tenants include: Barangaroo South in 2009 by the All tenants on the site intend to Barangaroo Delivery Authority implement ABW. As a logical extension Tower One (open end 2016)- on behalf of the New South there are a diversity of workplaces PwC, HSBC, Marsh & McLennan Wales Government. spread throughout public spaces to Servcorp allow people to work outside their Tower Two (opened 1 July 2015)- The three towers were designed by corporate premises but remaining Westac, Swiss Re, Gilbert + Tobin Lord Rogers and Ivan Harbour of within the precinct. Tower Three (open mid to late Rogers Stirk Harbour + Partners and 2016)- KPMG, Lendlease provide approximately 270,000 sq. m. The International Towers Sydney and of large floor plate, premium-grade Barangaroo South will not only be a office space7. The three towers have attracted international investors including the Hong Kong Monetary Authority, Qatar Investment Authority, Canadian Pension Plan Investment Board and Dutch pension fund APG, which have all co- invested with Lendlease. To minimise the impact of cars, the three towers share a common basement accessed from a single point of entrance, leaving the surrounding streets largely pedestrianised8. This creates a vibrant and safe public space to foster a community with direct links to residential apartments, hotels, shops, cafes, restaurants and metro stations. 7 https://www.barangaroosouth.com.au/news-and-updates/lend-lease-celebrates-a-high-point-at-tower-2-international-towers-sydney 8 http://www.rsh-p.com/assets/lib/2016/07/12/6120_BarangarooTowers_JS_en.pdf CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
1. 2. 3. 4. 5. 17 People-centered How sharing and What mode of work and Impact on the landlord-tenant Conclusion workplace strategy mobility is changing the workplace is right for your relationship way we work organisation? 4. Impact on the landlord-tenant relationship The next generation workplace CBRE Research believes the coming their tenants create an attractive will impact the landlord-tenant years will see the landlord-tenant working environment for relationship. Just as a company relationship move beyond a their employees. must provide an appealing straightforward contract based on a workplace to attract and retain lease to more of a partnership type Building a community will also be employees, a landlord must agreement with the common goal crucial. Occupiers will demand provide an attractive building to of providing a satisfying workplace that landlords provide them with a sign and retain tenants. experience for employees. work environment that helps them create a sense of community and This is particularly true for landlords Key to this will be landlords fosters a sense of belonging, which of older office buildings which may maintaining regular and open in turn will aid them in attracting and struggle to compete with newer communication with tenants to retaining talent. Landlords can do properties. Apart from offering lower understand their needs beyond this by equipping their buildings with rents or providing longer free rent basic property management. They a full range of amenities or holding periods, landlords should consult will have to deliver more complete community events. tenants to ascertain their most solutions for their tenants and help desirable amenities or facilities. Best practice examples include Chiswick Figure 8. Future landlord-tenant partnership Park in West London, where the landlord is working closely with tenants to build and maintain a community through a comprehensive programme of activities, art and culture events. Amenities include a wide range of restaurants, cafés, bars and a large multi-purpose outdoor event space featuring a lake, waterfall and boardwalk. A Open lines of Create a sense fitness club, swimming pool, cycling communication of community and pedestrian routes are also to understand and by providing provided. Tenants at Chiswick Park cater to tenants’ report a high employee retention rate communal space requirements beyond and better productivity. within and outside basic property buildings management © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
18 1. 2. 3. 4. 5. People-centered How sharing and mobility is What mode of work and Impact on the landlord-tenant Conclusion workplace strategy changing the way we work workplace is right for your relationship organisation? 5. Conclusion To survive in a rapidly changing world, corporations not only need great talent; they need inspired people who are given the tools, encourage- ment and freedom to perform in the best way possible. The physical workplace environment can play a critical role in not just attracting and retaining talent, but helping employees to be successful and productive. Talent scarcity is a challenge, and companies who understand this are already transforming their physical workplace to drive talent attraction, strengthen employee engagement and boost employee wellness. Don’t be fooled by fads - there is no single right workplace solution. Equally, there are only a few basic choices that a corporation needs to make to align its workplace strategy with its business needs. Key considerations include the degree of mobility needed to support work inside and outside premises; the value of providing a choice of diverse settings; and weighing up the need for personalisation and ownership of settings versus the need to maximise diversity and organisational agility. The key is putting people at the centre of the process of making these decisions. Building owners need to work in closer alignment with tenants to create new leasing options that provide greater ability for tenants to manage volatile head- counts. These can include mixing core leased spaces with short term alternative working places and other facilities that enhance the experience of people using the building and the surrounding precinct. More than just providing spaces, those owners can provide events and experiences that enhance the everyday experience of building users. The easiest things to measure are often the least important, and the most important things to measure are often the most difficult to measure. Whilst it is important to control, or sometimes reduce, the cost of creating and operating workplaces, it is also critical to understand the value that workplaces create in terms of attracting, retaining, motivating and enabling a workforce. That value proposition is unique to every organisation and deserves thorough considera- tion and alignment with overall business objectives and aspirations. Workplace matters. CBRE WORKPLACE STRATEGY © CBRE Ltd. 2016
19 Bibliography AMP Capital, The Workplace Fingerprint of the Future (AMP, 2016) CBRE, Asia Pacific Occupiers’ Fit-Out Cost Guide. (CBRE, 2015) CBRE, Global Occupier Survey 2015/2016 (CBRE, 2016) CBRE, Space Utilisation: The Next Frontier (CBRE, 2015) Citrix, Workplace of the Future report (2012) Manpower Group, 2015 Talent Shortage Survey (Manpower Group, 2015) • https://www.csuchico.edu/eap/docs/empathia-advisor2014-04-IntrovertsExtroverts_ and_the_Workplace.pdf • https://www.barangaroosouth.com.au/news-and-updates/lend-lease-celebrates-a- high-point-at-tower-2-international-towers-sydney • http://www.rsh-p.com/assets/lib/2016/07/12/6120_BarangarooTowers_JS_en.pdf • http://www.lendlease.com/projects/barangaroo-south/?id=b7d8e348-d6fa-45f3- be0e-e502b5aba8a7 DISCLAIMER Utilisation data contained herein has been obtained from CBRE MOBY, our proprietary mobility profiling software. The data includes studies of 14 countries; 36 cities; 77 clients; 63,235 workpoints; and 3,315,170 observations. While we do not doubt its accuracy, the sample size varies for each country, city and industry resulting in varying degrees of level of confidence in the results in drawing out conclusions. These results should be treated as indicative of the broad industry trends. © CBRE Ltd. 2016 CBRE WORKPLACE STRATEGY
CONTACTS RESEARCH GLOBAL WORKPLACE ADVISORY & SOLUTIONS TRANSACTION SERVICES Henry Chin, Ph.D. Phil Rowland Manish Kashyap Head of Research, Asia Pacific Chief Executive Officer, Asia Pacific Regional Managing Director, +852 2820 8160 +852 2820 8122 Asia Pacific Henry.chin@cbre.com.hk Phil.rowland@cbre.com.hk +65 6326 1220 Manish.kashyap@cbre.com.sg Ada Choi, CFA Peter Smyth Senior Director, Asia Pacific Managing Director, Asia Pacific Rohini Saluja +852 2820 2871 +852 2820 8181 Executive Director, Asia Pacific Ada.choi@cbre.com.hk Peter.smyth@cbre.com.hk +65 6326 1665 Rohini.saluja@cbre.com.sg Jonathan Hills Director, Asia Pacific Paul Hubbard-Brown +852 2820 2881 Executive Director, Asia Pacific Jonathan.hills@cbre.com.hk +852 2820 2843 Paul.HubbardBrown@cbre.com.hk Jason Chiang Manager, Asia Pacific Peter Andrew +852 2820 8151 Senior Director, Asia Pacific Jason.chiang@cbre.com.hk +65 6326 1677 Peter.andrew@cbre.com.sg Cynthia Chan Manager, Asia Pacific Josh Bank +852 2820 2839 Director, Asia Pacific Cynthia.chan@cbre.com.hk +65 6326 1606 Josh.bank@cbre.com.sg Mukesh Hemrajani Director, Asia Pacific +65 6229 1107 Mukesh.hemrajani@cbre.com.sg Follow CBRE CBRE RESEARCH This report was prepared by the CBRE Asia Pacific Research Team, which forms part of CBRE Research—a network of preeminent researchers who collaborate to provide real estate market research and econometric forecasting to real estate. © CBRE Ltd. 2016 Information contained herein, including projections, has been obtained from sources believed to be reliable. While we do not doubt its accuracy, we have not verified it and make no guarantee, warranty or representation about it. It is your responsibility to confirm independently its accuracy and completeness. This information is presented exclusively for use by CBRE clients and professionals and all rights to the material are reserved and cannot be reproduced without prior written permission of CBRE. Printed on recycled paper © CBRE Ltd. 2016
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