Components and aims
The role of the person charged with developing the strategy, the ‘workplace strategist’, is to understand the organisation’s requirements and recommend a workplace solution that will help them meet their current and future needs. The workplace strategy may facilitate meeting business objectives such as: reducing property costs, improving business performance, merging two or more organisations/cultures, and relocating or consolidating occupied buildings. In more simple terms, the workplace strategy provides a response to either running out of space, having too much space, or wanting to introduce organisational change. The workplace strategy and its implementation quite often occur at an opportune moment such as a property lease break or a company merger or acquisition.
The proposed workplace strategy will focus on how to use the space more efficiently and effectively. Recommendations often include moving from cellular (predominantly private office) environments to open plan, or introducing new ways of working and moving to a flexible, activity-based or agile working environment, as first proposed by Frank Duffy and Veldhoen + Company in nineties. Flexible working is where the occupants have access to a range of work settings, including working at home or on the move, but also share workstations, often referred to as hot desking or the related Hoteling.
“The successful implementation of a workplace strategy requires an interdisciplinary team, internal and external to the organization … A workplace consultant may be retained to engage the team, help define success criteria, manage the process, and assess results.”
External workplace consultants are professionals from a number of backgrounds: business management, interior design and architecture, building surveying, real estate and facilities management, human resources and building research. The Workplace Consulting Organization (WCO) is the professional body for consultants offering workplace strategy services.
“the Government’s blueprint to help transform Ireland’s workplaces into Workplaces of the Future, by promoting greater levels of partnership-led change and innovation in our places of work, regardless of size or sector. As Ireland continues its economic and social transition to a knowledge-based economy and society, the Strategy’s underlying premise is that all companies and organisations can achieve improved performance and an enhanced Quality of working life by improving their capacity to manage change and innovation within the workplace.”
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- Eley J & Marmot A (1995) Understanding Offices: What Every Manager Needs to Know About Office Buildings. London: Penguin.
- Springer T (2011) Fundamentals of Workplace Strategy. Jasper, IN: Kimball Office.
Kampschroer K, Heerwagen J & Powell K (2007) Creating and Testing Workplace Strategy. California Management Review, 49(2).“Creating and Testing Workplace Strategy”.