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

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FM

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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