The Leader - September/October 2008 - (Page 36) em ploYee r eteN tIoN: De s I G NI NG fo r a Ne W kI ND o f W o rk e Nv I ro Nme Nt CoStar thought ahead and devised a plan of action several years ago — one that would allow it to accommodate healthy growth and retain employees. This plan began with the conscientious decision to position one of CoStar’s major research and training facilities in White Marsh, a suburb of Baltimore. As the pool of potential employees in Baltimore is less mobile, less saturated with recent college graduates and less likely to hop from job to job, CoStar’s leadership felt that it would be a better place to seek out people who could stay and grow with the company. eNaBlING a results-orIeNteD DesIGN process son to person and group to group. With modular systems furniture and group meeting rooms of different sizes and styles permeating the space, people can now work both independently and collaboratively with ease. “In workplace design, aesthetics and functionality go hand-in-hand,” observes Dennis Gaffney AIA NCIDQ LEED®, a Vice President with RTKL’s Washington, D.C. office. “CoStar’s success relies on its ability to deliver real-time, industry-specific information. As a result, this project was just as much about creating a space that capitalizes on communication technologies as it was about creating a space that looks and feels good.” earlY fINDINGs Accommodating 75-80 employees and serving as CoStar’s “backroom” (i.e. where CoStar’s inimitable database is researched and maintained), the White Marsh office presented CoStar with the perfect opportunity to create the kind of open, stimulating and engaging environment that was envisioned — the kind of place where employees feel like they are a part of the action. At the time, White Marsh employees were working out of a temporary workspace and were in need of a space that better suited their corporate culture and work styles. The RTKL Interiors Group responded to these needs by rejecting the look and feel of high cubicle walls. Instead, RTKL kept the environment open to fill the space with an abundance of natural light. The design team then strategically located managerial offices to punctuate and engage with the broader workspace. Furthermore, by creating glass-walled managerial offices and bringing workstation walls down to seated eye-level, they engendered an airy environment in which energy flows easily from per- a unit. In our new space, that bonding process is much more natural. The statistics reflect this observation. Since the completion of this project, staff turnover is down 24 percent. Moreover, CoStar has been able to operate more efficiently because its new office provides the kind of meeting spaces that are conducive to large-scale training sessions. With groups of 18 people at a time and a 1:1 ratio of trainees to trainers, these sessions can be very intense. Gaffney says, “Training sessions of this scale and frequency wouldn’t be possible in a conventional hotel meeting space. CoStar’s White Marsh office exhibits spatial and technological functionalities of incomparable integrity.” future DIrectIoNs Opened in October 2007, the CoStar White Marsh office is a place where employees know each other and exhibit a kind of camaraderie not found in other office settings. The low workstation walls and high visibility of managers enable people to work more closely together more often. Employees consistently remark that it is now much less intimidating to approach people for help than it was in their previous temporary workspace. Similarly, managers are now more attuned to their employees since they sit more visibly among them, ensuring that mistakes are caught earlier and questions are answered faster. CoStar pursued this project because the company wanted to create a more inclusive workplace. The layout doesn’t prohibit collaboration and teamwork. People are free to roll back in their chairs and interact with co-workers more easily. After all, CoStar’s success is built upon the chemistry of a group of people working together and acting as In such a results-oriented, fast paced setting, it is essential for employees to feel valued. CoStar executives have definitely noticed a change in how White Marsh employees relate to the company. People take pride in this office and feel a new sense of belonging. White Marsh reflects the company’s appreciation for employees’ contributions. When people come to work, they see firsthand the investment CoStar has made in their workspace. The stunning office environment has also made recruitment easier. Potential employees are visibly impressed with the office — some to the extent that they marvel. As a result of White Marsh’s success, CoStar has plans to work with RTKL in the design of other CoStar offices throughout the U.S. By thinking innovatively and responding sensitively, CoStar and RTKL have shown what solutions are possible for some of the biggest challenges faced by workplaces today. 2 0 0 8 th e le aDe r 36 septemBer / octoBer
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