Beyond Productivity and the Workplace

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Beyond Productivityand the Workplace

• presented to
• World Wide Workplace Web (W4)
• Cambridge, UK
• June 27, 2002

2
U.S. General Services Administration

• Public Buildings Service
• Federal Technology Service
• Federal Supply Service
• Office of Governmentwide Policy

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U.S. General Services Administration

• Hard enough keeping up with this

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How Did the Australians Handle That Issue?

• Now we are expected to know everything!

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Milestone Publications

• 09/97 Office Space Use Review
• 06/98 Performance Measurement
  Study
• 12/98 Performance Results
• 11/99 Workplace Evaluation Study
• 12/99 Performance Results 1999
• 12/00 Performance Results 2000
• 12/01 Productivity and the
  Workplace
• 12/01 People and the Workplace
• 12/01 Performance Results 2001
• 06/02 Strategic Planning
• 12/02 Performance Results 2002

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More Milestones

• 05/99 The Integrated Workplace
• 06/00 Sustainable Development
  Guide
• 06/00 Sustainable Development
  Video
• 12/02 The Sustainable Workplace
• 12/02 The Virtual Workplace

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Governmentwide Real Property Performance
Measurement Initiative

• Strategic
• Legislative mandate
• Strategic Planning Study
• Traditional
• Facilities management real estate measures
• Innovative
• Workplace (RE IT HR) measures
• Performance Management
• Internal focus, Balanced Scorecard

of interest to W4
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Strategic Planning Study

• Workplace and administrative services can be
  articulated and planned at strategic level
• Partnership among top management, stakeholders
  and HR
• People as strategic assets
• Strategic alignment of services with mission
  critical to compete in anywhere, anytime
  environment

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Innovative Workplace Measures

• Measure workplace (RE IT HR) not just
  facilities
• Cost per Person Model
• Productivity Payback Model
• Changing role of Facilities Managers
• Chief Resources Officer
• Adding value in a changing environment

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Integrated Workplace meets Performance Measurement
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People

• Virtual officing
• Virtual teambuilding
• The Virtual Workplace
• Not where, but how and how well

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People

• Critical Success factors for the Virtual
  Workplace
• Human resource policies
• Training
• Standard processes
• Electronic communication and collaboration
  technology
• Organizational culture
• Top leadership support
• Team competencies

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Places
Adaptable Workplace Lab, Washington, DC
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Places
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Places

• 15 telecenters in metropolitan Washington DC area
• Combined total of 326 workstations
• Can use for as little as 25 per day!
• Not everyone can work at home

Fairfax, VA Federal Telecenter
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Tools

• Off-Premises
• Telework at home
• Telework center
• Virtual Office

• On-Premises
• Hoteling
• Shared Space

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Tools
FM Customers

• Facilities Management and the Internet

Web Enabled FM Systems
Customer Service
Web Enabled FM Systems
FM Staff
FM Systems
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Productivity and the Workplace

• Published Dec. 2001
• Based on workplace model (People, Places, Tools)
• Employee satisfaction survey and analysis
• Introduces analytical tool Productivity Payback
  Model

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People and the Workplace

• Demographics
• Graying of the Government
• Recruitment and retention
• More on site amenities
• Work/life balance

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People and the Workplace

• The 21st Century Workplace by Christine Barber
• Please Hold, I Think My House is on Fire by
  Vega Simpson
• Case studies IRS, PTO, OGP
• Team-Building in the Virtual Workplace
• Ready, Set, Go Home

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Workplace Analysis Survey

• 2. Indiquez les facteurs Personnes qui sont
  propres à votre milieu de travail.
• ____ Options en matière de télétravail
• ____ Gestion centralisée
• ____ Gestion décentralisée
• ____ Options en matière de télécentre
• ____ Options en matière de bureau à la carte
• ____ Options en matière de bureau satellite
• ____ Forte présence syndicale
• ____ Les employés ont leur mot à dire
• ____ Subventions pour le transport en commun
• ____ Communication ouverte
• ____ Horaire de travail souple
• ____ Équilibre vie professionnelle et
  personnelle

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Workplace Analysis Survey

• C) Please rate your personal satisfaction with
  how well your workplace addresses the Tools
  factors
•  
• ____Very dissatisfied
• ____Dissatisfied
• ____Neither satisfied nor dissatisfied
• ____Satisfied
• ____Very satisfied

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Workplace Analysis Survey
Note revised final n 276
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Workplace Analysis Survey
Note revised final n 276
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The Research Questions

• When people are very satisfied with
  People/Places/Tools aspect of workplace, what
  tends to be present?
• When people are very dissatisfied with
  People/Places/Tools aspect of the workplace, what
  tends to be absent?
• Is there any difference cognitively between
  satisfaction and productivity?

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Statistical ResultsPeople Factors
Note p-value lt .05 is good, p-value lt .01 is
really good
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Statistical ResultsPlaces Factors
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Statistical ResultsTools Factors
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The Experts Speak!

• Gina Vega, Ph.D. Associate Professor, Chair
  Management and Organization Studies, Merrimack
  College, MA
• Martin Hanlon, Ph.D. Queens College, City
  University of New York

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Whats Missing?

• None of the factors significantly related to
  satisfaction were found to have impact on the
  decision to change jobs
• No relationship to job satisfaction desk
  sharing, proximity to a window
• No relationship to job satisfaction work at home
  options, mass transit subsidies, flexible work
  schedules

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Its All About People

• Most satisfied respondents are with organizations
  that practice open communications (65 percent, p
  0.0000), receive the right training (61
  percent, p 0.0000), and whose organizations
  support work/life balance (56 percent, p
  0.0001)
• Competitive pay also significant (50 percent, p
  0.0012)

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Its All About People

• Although being organized into work teams does not
  have an impact on satisfaction, it does have an
  impact on the decision to change jobs at the p
  0.0015 level
• Fully 65 percent of respondents felt that People
  factors would have a great or very great impact
  on decision to change jobs tomorrow - only
  category greater than 50 percent
• Written comments 32 or 62 pertained to
  importance of People factors in workplace

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Government versus Private

• Government employees far more likely to feel a
  sense of personal job security, much less likely
  to expect downsizing or frequent moves.
• Private employees much more likely to note that
  pay and benefits were competitive
• Significantly, half of government employees
  stated that their jobs gave them the opportunity
  to do independent work versus only a quarter of
  private sector employees

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Overall Conclusions

• There seems to be little or no connection between
  workplace satisfaction and productivity, at least
  in this survey.
• If we had the opportunity to fix one thing in
  the work environment, it would be People factors
  increasing open communications, providing
  appropriate training, finding a way to enhance
  work/life balance.

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Productivity Payback Model

• Investment in the workplace (People, Places,
  Tools) is really an investment in the people who
  work there
• The appropriate measures to evaluate the
  investment are employee satisfaction,
  productivity and retention
• Excel spreadsheet
  

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Productivity Payback Model

• Useful benchmark data
• teleworking
• mass transit subsidy
• training
• lighting upgrade
• raised flooring
• workplace redesign renovation
• IT/cell phones/Internet access
• compensation/turnover rate cost

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Productivity Payback Model
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Productivity Payback Model
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Productivity Payback Model

• Workplace investments can be paid back by
• Increased productivity of occupants
• Decreased employee turnover
• For decision-makers (Region 6)
• An HR model
• Spin-off version e-RealEstate Analytical Tool
  (EAT)

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e-RealEstate Analytical Tool

• Same as Productivity Payback Model, but
  concentrates on Tools component of workplace only
• Specifically, software tools for FM and RE
  management functions
• Extensive benchmark data on start-up and ongoing
  costs for COTS systems products
• Contact me for a copy of the spreadsheet (what,
  no book covering this?)

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e-RealEstate Analytical Tool

• Financial management of leases - 2800 per user
  LAN license plus additional fees
• Web-based project management for construction -
  540 per license
• Property management - 995 per unit for 250
  licenses
• Integrated package (FM, RE, OM technology
  management - 25K base price plus implementation
  fees

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What About Tomorrow?
GSA Northwest/Arctic Region Office of the Future
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Future Workplace

• Virtual work will grow, will become more
  seamless, but will peak far short of eliminating
  need for offices
• Demographics and work/life issues will be a
  bigger threat to office demand
• Office buildings will become communities of
  collaboration, enrichment and services (work/life
  distinctions blur)

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Dont Assume Too Much!

• Dont assume that office buildings, made for
  office workers, are right for knowledge workers
• Dont assume that making the building high-tech
  is the answer (I rewired it)
• Dont assume that people will just process more
  and more information ad infinitum (leading to
  telework replaces the office fallacy)
• Dont assume that just adding on worksbuild out
  another conference room, carve out a childcare
  center (wheres the synergy?)
• Dont assume that everyone who can retire, will
  retire

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The Future Facility

• Where we come together to be together
• Where we come to learn
• Jobs become more strategic
• The information hasnt gone away!
• Seamless connection to the virtual workforce
• No full time anything (home and away)
• A community of services
• Work at home, live at work
• Open spaces, office available when needed
• Flexible space fully wired
• Still too hot or too cold
• Seat of corporate identity, heart of corporate
  culture
• Home court advantage for customer meetings

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Thanks for Your Time!

• Stan Kaczmarczyk
• Director, Innovative Workplaces Div.
• GSA Office of Governmentwide Policy
• Washington, DC
• [phone]
• stan.kaczmarczyk_at_gsa.gov
• Website www.gsa.gov