Peaks and troughs; managing workplace demand across the week | How it could be…

In our previous article, we looked at some of the qualitative and quantitative data on ‘how it was’; how our workplaces were, or weren’t utilised, in the recent past.  Key themes we explored included that there was generally an under-utilisation of physical space, but conversely peaks and troughs in amenity demand suggested that demand-management will become critical for many organisations.

Under-utilisation, then and now…

Squaredot research supports this general theme of under-utilisation, with pre-Covid utilisation of space, based on Squaredot studies going back to 2016, at between 30% - 50%.  Subsequently, Sticky Workplace findings suggesting that current utilisation still sits at 30% to 50%.

ESG impact

As all businesses are compelled to form and evolve their own ESG agenda and roadmap, the under-utilisation of physical space could have a huge impact on this.  If a typical working day is based on 8 hours and a building’s 24/7 operation equates 168 hours; utilisation of space, 2-3 days a week would give only 16-24 hours of building utilisation out of a possible 168 hours.

Many organisations Squaredot are engaged with are looking for guidance on how to improve on this under-utilisation of physical space in order to attract, retain and nurture talent as well as address company specific ESG targets.  These redefined targets are individual and specific to each organisation and should be informed by design consultancy and data ahead of breaking ground and embarking on a specific solution and committing to potentially significant investment.

Balancing benefits

From an operational point of view, organisations themselves are attempting to address the peaks and troughs that appear across the week,  moving away from the initial ‘carrot’ method of food-based temptations on a Monday and Friday and laundry services that we’ve been hearing about.  Some companies are opting for more focused, business-facing agendas, such as in-person training courses, all-staffs, departmental huddles and scrums, timetabled for Mondays and Fridays, with a focus on client facing work on a Tuesday, Wednesday and Thursday.

There are of course numerous benefits of nurturing a more agile workforce, capable and productive; working in a range of settings and accessing specific amenities as required. However these benefits can only be capitalised upon by understanding the requirements from a business and employee point of view and then managing the demand against the data collected.

Better understanding and subsequent management of demand could equate to a reduction in ‘bricks and mortar’ resources and a reduced portfolio.  This in turn could improve energy efficiencies, utilities usage and company sustainability metrics.  Understanding the demand and amenities employees require from the workplace in order to perform productively can improve work-life balance, productivity, engagement and streamline business processes.  Squaredot have been able to demonstrate NIA (net internal area) savings between 29% to 46% for some of our clients.

Other benefits could include the encouragement of new work cultures, creating a more efficient and productive workforce, demonstrating clear and positive business change and adding value.  When given more flexibility and choice, 86% agreed morale and engagement was improved, 80% agreed they felt more efficient in their day-to-day tasks and 77% agreed attraction and retention had been improved.

Tough crowd

Associated with the benefits, there are however some conflicting ideas or prerequisites to overcome.  Through the consultancy we carry out with our clients, some of the re-occurring themes we capture are that people want to ‘remote-work’ but don’t want to give up their assigned desk.  When they do commute, they want to sit with their team.  When they commit to the travel time, they expect to find a compelling workplace of experience that allows them to be productive, engaged and connected.

Data-led dialogue

The benefit of honest, open dialogue is compelling for any organisation, encouraging new work cultures, a more efficient workforce, improved sustainability and wellbeing, demonstrating change and adding value, to name a few.

Data supported dialogue between employer and employee will be critical for businesses to manage their own unique demands on space and amenity.