The Leader - January/February 2008 - (Page 12) real e stat e maNaGemeNt Real-Life Work Practices: Mapping Global Workplace Strategy and Measuring Success BY deBra moritz aNd sarah evaNs dUriNG the past several decades, ForWard-thiNkiNG real estate, hUmaN resoUrces aNd it proFessioNals have explored iNNovative Workplace coNcepts. these coNcepts, commoNlY BUNdled UNder the term Workplace strateGY, tap iNto orGaNizatioNal aNd emploYee Needs, aNd create aN eNviroNmeNt that sUpports aNd eNaBles emploYees, improves space UtilizatioN aNd eFFicieNcY, aNd reFlects the orGaNizatioN’s BraNd valUes. K ey to the ultimate success of the knowledge worker, Workplace Strategy is emerging as a global imperative for optimal employee productivity, satisfaction and retention. Moreover, it is essential to overall portfolio and expense management. Rather than a tool to change the way people work, Workplace Strategy is a means for realigning an often outmoded environment to match current reallife work practices. It delivers a work environment that supports the flexible, mobile and collaborative way people work today and, more importantly, how people envision working in the future. It is the key to the ultimate success of the knowledge worker. In that sense, it constitutes far more than an alternative to the traditional office. Indeed, it is emerging as a global imperative for increasing employee productivity, satisfaction and retention while improving expense and portfolio management. To create a customized solution, each organization must consider its own unique needs and challenges. Current Workplace Strategy programs often seek to increase the quantity and quality of collaborative work settings and provide “on-demand” space such as reserved desks and touchdown spaces that are used on a first-come, first-served basis. A major component of Workplace 2 0 0 8 the le ade r Strategy involves physical space and its location. It also includes technology tools and human resources policies and programs, such as telecommuting and flextime, to better support how people actually work today. The corporate real estate (CRE) professional plays a pivotal role in preparing the organization to develop, implement and support these changes to the work environment. The process of planning and implementation requires an analytic framework for defining best practices as well as an understanding of workplace issues, market and economic drivers, infrastructure, and cultural forces that propel or inhibit adoption in specific regions of the world. 12 J aN Ua rY / F e B rUa r Y
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