Land securities trillium s experience of introducing flexible working
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Land Securities Trillium's experience of introducing flexible working. Local Government FM Network. Land Securities Trillium. Clients DWP DVLA Norwich Union MOD BSF Local Government Services Asset Management FM Services Capital Projects. transactional knowledge work. group

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Land Securities Trillium's experience of introducing flexible working

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Land securities trillium s experience of introducing flexible working

Land Securities Trillium's experience of introducing flexible working

Local Government FM Network


Land securities trillium

Land Securities Trillium

  • Clients

    • DWP

    • DVLA

    • Norwich Union

    • MOD

    • BSF

    • Local Government

  • Services

    • Asset Management

    • FM Services

    • Capital Projects


What is flexible working

transactional

knowledge

work

group

process

high

individual

routine work

focused

study

Interaction

low

high

Autonomy

What is Flexible Working?

  • Contract

  • Time

  • Space

    • Allocating space according to need rather than status

    • Optimised work-settings design for specific activities – therefore wider range of work-settings

    • Reduction in space ‘owned’ by individuals

    • Increase in shared or pooled space

    • Using IT to support internal mobility

    • Emphasis on team work

    • from ‘free address’ to ‘team zones’


What is flexible working1

What is Flexible Working?

  • Den

  • Cell

  • Hive

  • Club

  • Commons

  • Caves

  • Non-territorial working

  • New ways of working

  • Flexible working


What is flexible working2

What is Flexible Working?

Flexible Working

Traditional

working

Primary Workspace

Desk, chair, ped, secondary circulation

Ancillary Workspace

Breakout space, filling space, printer/copier, teapoint

Support Workspace

Conference room, training rooms, reception

DEGW


Land securities trillium s experience of introducing flexible working

Why?


Broad agenda for change explicitly linked to strategic imperatives

Broad agenda for change explicitly linked to strategic imperatives

  • Locating the move to sharing space within the context of a wider business transformation project is critical.

  • The project must have broad based project objectives supported by a coalition of business units.

    • The transformation requires significant management input at all levels in the business and across all business units.

    • It is usually impossible to mobilise managers to make the necessary commitment to deliver a purely property driven project.

  • Through discussions with the rest of the organisation, identify strategic objectives critical to other parts of the business that could be delivered through the ‘transformation’ project

  • These objectives should be agreed and form part of the business case for the project.

  • The project can then be driven forward as a broadly based business transformation project with a strong property element.

  • Without an agreed broad agenda for change the ‘flexible working’ project would have to proceed at risk.


Management focus

Management Focus

  • Changing established behaviours is difficult and without clear leadership almost impossible.

  • The project team will need a sponsor on the management board who can, with a single call, ‘unblock’ any obstacles presented by those resisting change.

  • Securing this level of management support is difficult and most easily accomplished if you have ‘a broad agenda for change’ clearly linked to the organisations wider strategic objectives.

  • Ideally this should be make-or-break for the senior sponsor’s career. Unless project failure has clear and unavoidable personal consequences , they are unlikely to provide the support needed.

  • Without clear commitment from the most senior levels of the business the project will be proceeding at risk.

  • Management at all levels will have to be committed to deliver this transformation.

  • Project success has to be delegated to the middle tier of business managers within the operational business functions.

  • The delivery team provide technical support and advice like external consultants. They cannot own the project.


Example project structure

Example: Project Structure

Steering Group

Objectives

  • Ensure that proposals meet the requirements of organisation as a whole and of the individual teams

  • Ensure that key stakeholders within understand and endorse the proposals

  • Ensure that the project delivers the maximum benefit

Project Champion

Flexible Working Group

Strategic User Group

Technical Workstreams

Operational User Group


Resource

Resource

  • There is never enough

  • If the organisation wants to do this then it must accept the costs.

  • Avoid offering quick-wins and low hanging fruit, rarely as easily picked as supposed.

  • Shifting a significant part of the business from owned to shared workspace is not a trivial task.

  • Potential benefits will only be realised if the project is properly resourced.

  • Remember: the resource required from the specialist delivery team is only a small fraction of the overall resource commitment required.

  • Ask what the business is not proposing to do this year to ensure that sufficient resource is available for this project. Project Jarvis will take a time from every manager in the business if fully rolled out. Whose target is going to be sacrificed this year for your project to succeed.

  • Get external help – advice may seem expensive until you have measured the cost of ignorance


Understanding the business data analysis and information

Understanding the business, data analysis, and information

  • Successful projects are built on good data and a thorough understanding of the existing context. The greater understanding the team have of current demand, supply, workstyles, and space utilisation, the greater the prospects for success.

  • Working patterns need to be analysed so that overall staff numbers can be divided into workstyles. Each workstyle will have a different requirement in terms of space and technology. Staff requirements in terms of team support, mentoring, and team building need to be carefully considered from the outset.

  • For each workstyle/business unit, appropriate spatial, technological, and ‘soft’ solutions need to be developed and costed.

  • Use the lead-up team to project kick-off to improve the accuracy of data on space utilisation spare capacity, actual demand for space.

  • Site visits are an extremely powerful means of establishing a shared vision/understanding.


Land securities trillium s experience of introducing flexible working

team spaces

solo-workstations

filing

Matching space and activity


Research

100%

Average Utilisation 49%

80%

Empty

60%

% of time utilised

Temporarily Unoccupied

40%

Occupied

20%

0%

08:30

09:30

10:30

11:30

12:30

14:00

15:00

16:00

17:00

18:00

Time of day

Research

  • Space utilisation

  • Meeting room utilisation

  • Catering

  • Cleaning (increase in shared space)

  • IT

  • Building constraints

  • Business practices

  • Work patterns

  • Soft issues


Utilisation rates and sharing ratios

Utilisation rates and sharing ratios


Hearts and minds

Hearts and minds

  • Start with your team. Talk to them about their fears doubts. Spend time ensuring that all the delivery team share a coherent vision before engaging with wider staff. Invest in training, go on site visits together.

  • Build a coalition for change with likeminded business leaders – be an evangelist.

  • Prepare your FAQs and circulate them opinion formers. Have the answer before they ask the question. Ensure that staff receive a coherent response to any questions and concerns.

  • Have a communication plan and use all available media including workshops and meetings. Look for opportunities to get on the agenda at management and staff meetings. Invest time in converting the early critics – they should be converted and become your future evangelists.

  • Avoid patronising ‘change management’ speak.


Communication

Steering Group

Project Champion

Flexible Working Group

Strategic User Group

Technical Workstreams

Operational User Group

Communication


Land securities trillium s experience of introducing flexible working

agree outline solution

develop full solution

agree full solution

design development

change management

refurbishment

May

April

July

March

June

October

January

February

November

December

September

Plan

  • You cannot achieve your goal if you do not have a set of clear steps that will take you there.

  • Planning activities and tasks is the only way to identify the level of resource needed to deliver.

  • Recognise that the plan will be obsolete as soon as it is written as you will end up using sub-routines from the plan.


Pilot

Pilot

  • Do a properly resourced pilot with a rigorous evaluation methodology.

  • Exploit the pilot by getting managers and staff to visit.

  • Publicise the pilot.


Evaluation

Evaluation

  • Simple user satisfaction surveys provide little useful data.

  • More granular approaches yield more interesting results.

  • Post project evaluation needs to be benchmarked against pre-project objectives

Evaluation tool developed by Nigel Oseland and Paul Bartlet of Swanke Hayden Connell and Office Productivity Network respectively


Psychological and sociological dimensions

Psychological and sociological dimensions

  • Individuals need to belong

  • Loss of personal space can increase insecurity

  • Do staff have sufficient trust in the organisation and management not to perceive flexible working as another attack on them

  • Desk sharing must not damage team cohesion.

  • Flexible working typically increases the need for team away-day type activities, formal and informal.

  • Managers have to be leaders


Paul wheeler director capital project group land securities trillium 140 london wall ec2y 5dn

Paul WheelerDirector, Capital Project GroupLand Securities Trillium140 London WallEC2Y 5DN

[email protected]


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