As we anticipate a return to relative normality post lockdown (whenever that may be), workplace strategy is a hot topic. In considering how we respond to new challenges let’s make sure we keep sight of the big picture. We need to address immediate issues whilst exploiting new opportunities to reinforce and expedite our established strategic direction. Choice and flexibility are central to the wider business reform agenda and should remain our touchstones.
The debate around the impact of sudden widespread remote working has sometimes been couched in terms of either/or; office versus home. This misses the point. Having broken down some of the barriers, we have a golden opportunity to extend choice for staff as part of a cohesive workplace strategy.
There has also been speculation around a return to a more traditional style office with individually allocated desks and even cubicles or private offices. This is seen by some as a natural response to an understandably heightened sensitivity to hygiene issues.
The need to re-create a sense of comfort and safety back in the office will be intense, but rather than succumb to emotive pressure for individually allocated workstations and the erection of barriers, we need to anchor into the reasons why the pre-Covid19 trend has been towards activity-based, flexible environments in which facilities are shared. In most cases, it will make sense to continue on the same trajectory and put our efforts and ingenuity into determining how these environments can be made to be and feel safe.
Re-visiting the ‘Why?’
In developing workplace strategy it’s important we understand its place within the wider organizational response to the rapidly changing nature of work and an increasingly complex and unpredictable world.
Of course, the health of staff must be a priority but our strategy needs to address much more. If there is one thing the current crisis has done it is to underscore the need for staff to be engaged, flexible, innovative, collaborative and confident decision-makers rather than process-following automatons. A progressive, holistic workplace strategy should be front and center of an organizations’ drive to unleash the potential of its employees, fully reflecting the cultural and philosophical shifts needed.
As ever we need to fully understand the context for different organizations and the detail will vary. For the majority though the workplace strategy required to support this wider reform will comprise a consistent package that cuts across functional silos. It will incorporate attractive, flexible, activity-based office environments, the option of at least some remote working, flexibility regarding how and when work is done, great technology support and the trust-based leadership and culture that need to wrap around it all.
Devised and implemented well, this package has the potential to happily align a wide spectrum of interests in addition to the physical and mental wellbeing and deeper fulfillment needs of employees. The financial perspective of owners, the service demands of customers, and the environmental concerns of society as a whole can all be winners alongside staff concerns.