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1:1:1 RATIO

 

EMPLOYEE:
WORK SEAT:
COLLABORATIVE SEAT

 

In this scenario, each employee has an individual work setting, which is either a open office desk or enclosed office. The amount of open office desk and enclosed offices can vary depending on the organization’s requirements. Each employee is also allocated a collaborative seat (i.e., meeting seats, informal meeting seats, etc.) resulting in an alternative work setting which emphasizes collaboration.

 

 
 
 

Benefits

  • Allows for a standard work style that is recognizable to all employees.

  • Employees requiring privacy can be located in enclosed offices, or provided with

  • focus areas, huddle rooms, etc.

  • Gives employees the opportunity to personalize their workspace

Requirements

  • Reinforces the hierarchy of the organization

  • Inefficient use of real estate

  • Misaligned with the way many people work today

 
 
 

EMPLOYEE:
OPEN OFFICE SEAT:
COLLABORATIVE SEAT

 

In this scenario, each employee has an assigned open office desk. Each employee is also allocated a collaborative seat (i.e., meeting seats, informal meeting seats, etc.).

 

Benefits

  • Allows for a standard work style that is recognizable to all employees.

  • Employees requiring privacy can be located in enclosed offices, or provided with focus areas, huddle rooms, etc.

  • Gives employees the opportunity to personalize their workspace

Requirements

  • Reinforces the hierarchy of the organization

  • Inefficient use of real estate

  • Misaligned with the way many people work today

 

 
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DESK SHAring

 

Desk sharing is a work arrangement in which two or more employees share the same workstation in a typically pre-arranged manner that allows each of the employees to have sole access to the specified workstation on given days while the other parties involved in the sharing arrangement work elsewhere. Being freed from the 1:1 employee/ desk ratio allows employees to work remotely with greater ease, and promotes flexible scheduling. 

 
 
 

Benefits

  • Reduced real estate costs

  • Improved work-life balance

  • Productivity gains

Requirements

  • Need to come to an agreement on a mutually satisfying schedule for use of the

    workstation

  • Need to accommodate the desk habits of others

 
 

 
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HOT DESKING

 
 

Employees are allocated a non-dedicated, non-permanent workstation which is assigned on a first come, first serve basis. Since Hot Desks are essentially shared workstations, this allows an organization to increase the number of people supported by any given building, in addition to providing flexibility for a more fluid workforce.

 

 
 
 

Benefits

  • Reduced real estate costs (leasing, maintenance & energy)

  • Increased employee autonomy

  • Employees are more mobile

  • Improves inter-office and client communication

Requirements

  • Technology to support remote usage allowing for high-speed and wireless drive and internet access

  • Telephone forwarding across all platforms

  • The search for available workstations can be an inefficient use of time (users can spend up to 45 minutes looking for a station in the morning)

 
 

 
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HOTeling

 
 

Employees are allocated a non-dedicated, non-permanent workstation which is reserved on a first call basis and is not dedicated to any specific worker beyond a specified occupation time. Typically a small permanent staff (ie. concierge) will handle reservations and prepare the reserved workspace for occupancy.

 

 
 
 

Benefits

  • Allows employees who already telework to reserve office workspace on an as-needed basis

  • The traditional ratio of employees to workspace is 1:1; with hoteling there is a “x” to one ratio of employees to work spaces. The higher the “x” the more efficient the use of real estate. This ratio is defined by the nature of each individual organization.

  • Available workstations can be found and reserved remotely and in advance. This streamlines the process in relation to Hot Desking

  • Maximized return on real estate and resource investments

Requirements

  • Technology to support remote usage allowing for high-speed and wireless drive and internet access

  • Intelligent reservation system is needed to appropriately reserve workstations

  • Hoteling staff to support accommodations and set-up of lockable storage

  • Telephone forwarding across all platforms

 
 

 
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VIRTUAL OFFICE

 
 

Employees work cooperatively from different locations using a computer network (in lieu of a single physical location). The virtual office is typically a collaborative communications medium, where workers gather electronically to collaborate and/or carry out other work activities. The actual physical location of the employees working in a virtual office can be temporary or permanent and can be nearly anywhere, such as their homes, satellite offices, hotel rooms, corporate offices, airports, airplanes, or automobiles.

 

 
 
 

Benefits

  • Improved Work-Life balance: Work anytime, anywhere & any place

  • Reduced real estate costs (leasing, maintenance & energy)

  • Productivity gains, reduced absenteeism, & improved timeliness

  • Improved recruiting & reduced turnover

  • Reduced greenhouse gas emissions due to reduced travel

Requirements

  • Technology to support remote usage allowing for high-speed and wireless drive and internet access

  • Mobile or remote working staff require excellent support services, ranging from advanced technology and communication solutions, to courier collections and off-site 24/7 administrative support.

 
 

 
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Activity based working

 
 

Activity based working (ABW) is based on the premise that no employee “owns” or has an assigned workstation. Rather, the broader workspace provides employees with a variety of predetermined activity areas that allow them to conduct specific tasks including learning, focusing, collaborating and socializing. The ABW approach is oriented around the production of deliverables rather than the specific nature of the individual’s work process. Moreover, the relationship between the manager and employee changes in ABW. The non-traditional manner of assessing performance and appraising employees requires training and support from HR. ABW is also appropriate for a workforce that is mobile or is planning to embrace mobility. 

 
 
 

Benefits

  • Improved Work-Life balance

  • Reduced real estate costs (leasing, maintenance & energy)

  • Productivity gains, reduced absenteeism, & improved timeliness

  • Improved recruiting & reduced turnover

Requirements

  • Technology to support remote usage allowing for high-speed and wireless drive and internet access

  • Accommodations and set-up of lockable storage

  • Telephone forwarding across all platforms

  • Organization skills to clear area each night

  • Train Management to implement the new way of working

  • Train staff to work under new workstyle

 
 
 
 

BENCHMARKING

Benchmarking across the globe is the way of understanding world-wide practices. Taken together these examples give us a better understanding of evolving workplace trends.

 
 
 
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Deloitte & Touche Facilities Guidelines

Multiple Locations, USA

Designer: SOM

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MacQuarie Bank

Sydney, Australia

Designer: Clive Wilkinson Architects

 
 
 
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Microsoft

Amsterdam, Netherlands

Designers: Sevil Peach and Veldhoen + Co.

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Accenture

Houston, Texas

Designers: Planning Research Design Corporation and McCoy Workplace Solutions

 
 
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