Say goodbye to the designated offices and welcome to cooperative work spaces.
More companies aim to get rid of individual offices and adopt common spaces, as 62 % of employers aim at 1.5 employees per office, and the number of individual work spaces has already decreased from 51 % in 2021 to 40 % in 2024, according to data from the commercial real estate companyCBRE.
Kate Leicester, director of Global Workplace Analytics Global Working, said that American companies are “behind” other international employers in the use of joint work spaces. But with the possibility of cutting common work spaces, cost costs, and increasing cooperation, many employers finally see “what for me,” I told Lister HR Brew.
It does not mean adding more common or cooperative work spaces for companies to have to eliminate fully customized offices, and participating experts with HR Brew How to help the employee option.
Employees want diversity.After the employees learned how to be remotely productive during the epidemic, their minds turned around the type of work area they wanted in the office, or what you call, rethinking the “Me” and “We Space”.
She said that offices usually have more areas to do individual work, or for me, with fewer rooms for joint work, or we excel, but with more employees in my areas at home, they want primarily to outperform the office to cooperate and communicate with co -workers.
In 2020, approximately 60 % of employees worked in the spaces that were assigned individually to them, according toresearchFrom the Real Estate Analysis Company for Sany. In 2023, this number decreased to 40 % as companies provided unspecified work spaces, such as “Description Hot”, where the employees participated in the workshops.
To increase the number of joint or uncomfortable work spaces, human resources can help in bringing employees to the office, said Baiji Roth, chief official in SARSI and HR research employee, because employees want a diversity in their spaces in the various work tasks and different “their moods”.
“Imagine an environment where there are different types of areas and spaces, and settings for different types of activities … those that actually excel over the workplaces with custom offices,” Ruth said. “If you have (working spaces) unknown with good diversity, on average, these employees have the best experience, and simply based on … employees can customize their office.”
Lister said that the work area group includes individual and cooperative options, such as quiet stalls of intensive work, small private rooms for individual conversations, conference halls for large groups, and external areas to provide creativity and innovation. She added that diversity also helps employees feel that they have control and choiceImproves participationProductivity and stress levels.
Where human resources can start. Lister said that the success of combining joint work areas is due to an “alliance” between HR and IT and the management of property, because it works together like “three -legged stools”.
“If we do not have technology to support the work we do, that will not work. If our conference halls are not well prepared for hybrid meetings, it will not work,” she said. “If real estate sells the property without speaking to human resources, and believe me, then this happens, it will not work as well.”
Once HR corresponds to the property management and the amount of the designated space and the required technology, Lister recommends that the leaders of the Persons to assess the perceptive range of individual and cooperative work spaces for both nervous diversity employees, which include noise reduction, lighting lighting, and diminishing deviations.
Jennifer Moss, the author and workplace strategies, agree that companies should give priority to nervous diversity employees during planning new and current work spaces, and helps not to take all options for individual work spaces, then allow the bonds and teams to determine what is better.
To increase the common spaces, like any new policy of the company, the positives of human resources must require the collective notes of the employees, as it was told Moss. She said it was a “simple procedure”, but the employees will “become” faster and adopt these decisions faster (if) they felt that they have some agencies in the decision. “
He said it is easier than doing it.Leicester said that what the leaders of the people ignore when presenting a new approach is the management of change, such as helping employees to understand the reason for changing their spaces and training managers on how to speak with employees about the changes.
“You must make people understand, why do we do this, (like) …” we take your appointed seat because we need to build these other areas that are better physically for you, and better for the environment, better for your focus, better for productivity. “Instead of just saying,” we are here we take your office “, and this is what many companies do.”
Moss pointed out that the positives of human resources themselves are often excluded from the decision -making process behind the changes in politics, and they were forced to manage the heels of employees. As a result, the administration encourages roaming and going out on the ground with the employees, so that they know that you are there and open to receive the comments.
“Perhaps, you cannot change the policy, but how do you make sure that you have really good reservation systems? How do you make sure that people have cabinets and storage they may need their property?” She said. (Collect) data about what people feel, and what their pain points are at the present time … This is a really great way at the present time until you are still, as a human resource leader, you feel … you have the ability to improve the positions of people on Earth. “
This was the report It was originally published by HR Brew.
This story was originally shown on Fortune.com
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