MJ Hudson Photography Tim Soar

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MJ Hudson Photography Tim SoarTIME TO TRANSFORMWorkplace Post-Covid 19: Trends, Predictions, FactsYetta Reardon SmithKatrina Kostic SamenJuly 2020

TIME TO TRANSFORMTRENDS, PREDICTIONS, FACTSThe future isn’t what it was. The present requires us to transform ourworkplace and built environment – Adapt, Evolve, Improve.Assumptions that we thought reliable have turned outto be false. A digital, distributed working culture isnot, after all, a techno pipe dream. Office space with aphysically monitored workforce is not as fundamentalto productivity as it was held to be; how we work is nolonger wholly dictated by the employer.Covid was a grey rhino event, not a black swan. Big,dangerous but predictable. Other pandemics, similarly,lurk just over the horizon. For now, health and safety ofemployees is at the top of the agenda: but what doesbest practice mean in safe office space design andlayout, in protective building management?Office life, on the other hand, despite the commuteand potentially outdated restrictions, is missed, andmore relevant to individual wellbeing and a flourishingbusiness than we might ever have imagined.Employee experience? Occupier strategy is goingto be all about workspace amenities, because theoffice is set to be a space for safe interaction andas a destination – it must be creative, collaborative,and act as a social community reflecting culture andbrand. How do changes around safety and communalamenities affect recruitment and retention, careeropportunities, landlord and tenant relationships, therole of the concierge and the details of the servicecontract?So, as restrictions ease and a different normal slowlyemerges, what will the working culture of a brave newpost-Covid world look like, this year, next year andbeyond? Will the old pre-Covid order reassert itself, inthe struggle for business survival, the bottom line andshareholder value?The pandemic has been a catalyst of change,accelerating some trends and bringing others to anabrupt halt. Which ones will have a sustained impacton real estate, in office space and in workplace layoutand design?Work, more clearly than ever, is not a place wherewe go, but something we do. Will the need for officespace reduce as a result of agile working and choice,or counter-intuitively, grow?At KKS Savills we have been looking at all thesequestions on the future of our work patterns andworkspace and dealing with them, like you, as abusiness during the crisis. The difference is we werelooking at the issues well before lockdown. Ourthinking is rooted in over thirty years of experienceof workplace and environmental design, and anunderstanding that the office environment reflects ourvalues as a society.Covid-19 has been a truly transformational moment inour personal lives: here are our thoughts and researchbacked data on what it will mean for life at work,wherever that may be in the future.KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20202

OCCUPIER INSIGHTSTRENDSPREDICTIONSReal estateEveryone is talking about real estate.Release or retain?Space take up needs carefulconsideration. Greater landlord andtenant relationships are neededRemote workingWe all did it, but is it really working?People have tried it, they like it, theywant it. The future will be aboutchoice.HealthImproved diet and exercise potential– how can we encourage more?Build on individual health benefits,bring more in to the workplace.WellbeingWorking from home, what are thephysical and mental health issues?Communities are vital for mentalhealth, it’s not just about thebottom line.EnvironmentThe environment has benefited –how can we continue this socialresponsibility?Climate change impact has beengreat, we must not forget whatwe’ve learnt.Building designNew design guidelines arenecessary: how can smarttechnologies assist?Apply a ‘Human Grid’ with bricksand mortar. Minimise touchpoints,centralise deliveries.MaterialityEnhanced cleaning and sanitisation.What can we learn from healthcare?Creative application of surfaces andmaterials, virus-limiting materials,e.g. copper and silver.Food & beverageImmediate impact likely to closeshared tenant kitchens: can pop-upF&B takeaway retail assist?Tenant kitchens closed, morereliance on landlords for F&Btakeaway/delivery offer.ResidentialHow will we redefine residentialdesign to accommodate homeworking?Residential design rethink toprovide space to work, location andspace will be key.DecentralisationHome or office are today’s choices.Is there an alternative?Third spaces emerging on local highstreets. The office will live on as adestination and community hub.KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20203

REAL ESTATERELEASE, RELOCATE OR RECONFIGURE?The physical office will be required but it must change to focus on socialactivities and wellbeing as well as resiliency and flexibilityReducing overheads and trimming expenditure are thefirst thoughts of any business faced with challengesto profitability let alone viability. Expensive real estateis always high on the cost-cutting list. In the uncertainpost-Covid economic climate, V-shaped or W recovery,swoosh or a hockey stick, minimising the officefootprint seems an obvious way to go. Seize on thelease event, take up the break clause, sub-divide floorsor relocate entirely.After all, if the sudden and dramatic shift to remoteworking means anything, it means that headcount onthe floorplate can be reduced. And less space equalslower overheads.A recent Savills Office FiT survey found only 4% ofrespondents would never work from home followingthe return to their workplace. Most now want to workremotely up to 2 days a week.Take a moment to reflect before you call the movers.Without alterations to work and social space,distancing restrictions will only allow 20-35% of staffin the office at any one time. For the next few monthsoccupational densities will be between 16-20 sq mper person, a significant reduction to the open-plandensities of 1:8 sq m to 1:12 sq m we are used to.Those are the basics, but not the whole story.Lockdown has legitimised certain ways of workingpreviously considered unlikely to be productive. Evengovernment service sectors, historically conservativeabout a tech-supported remote workforce, nowunderstand that digital transformation offersadvantages.PROPENSITY TO WORK FROM HOME POSTLOCKDOWN?35%Proportion of respondentsThe office has never been just bricks and mortar.It’s about people, knowledge and culture. Cost o1yadaewe2kaysdaewe3kaysdaewe4kaysdaeweeimll tFuDays spent working remotelyPre-lockdownPost-lockdown preferenceSOURCE: SAVILLS OFFICE FiT SURVEY JUNE 2020In other words, the same space is going to be taken upby fewer staff in the short term.In the mid-term, with minimal changes to theworkspace, adding screens, stripping out chairs andre-purposing conference rooms, headcount will slowlyincrease, but governed by fundamentals of space andpopulation only to a maximum of 45-50% of staff.As Eric Schmidt of Google points out: “We’ll have moredemand for office space, not less. People will wantsocial distancing.”KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20204

REAL ESTATERELEASE, RELOCATE OR RECONFIGURE?So as we build up to that mid-term maximum of staffin the workplace, business has a vital opportunity toshape the new post-pandemic normal. How much realestate required by firms will depend on a negotiationwith employees over the perfect combination of parthome, part-office, part-third space work patterns:teams working in shifts, rotating into the office,extending building opening hours. Undoubtedly, thepandemic has sharpened a desire for a healthier, morebalanced work and personal life.PRODUCTIVITY WHILST WORKING ATHOME88% feel their productivity would be the same orhigher if working from home was part of their routine9% Significantly higher37% Higher42% The sameFirms will have to adapt and develop agile workingpolicies or suffer the consequences in recruitment andretention. In other words, as the great return takesplace, discussion about real estate use should not bedriven by cost alone, but more by staff preference andproductivity, mitigating risk, and building confidence ina safe, healthy, clean space. All of which begs anotherquestion: why return to the office at all?YouGov reported pre-pandemic 2017 that 89% ofemployees considered flexible working was a primaryfactor behind increasing their productivity. Wenow know this to be true – Savills Office FiT Surveyhighlights that 71% believe their productivity duringlockdown to be equal or greater than before.But at what cost? Longer days, blurred boundariesand non-stop Zoom calls are burning employeesout. Choice is no longer viable when invites pop upunexpectedly, replacing the emails sent late at night.11% Lower1% Significantly lowerSOURCE: SAVILLS OFFICE FiT JUNE 2020However the crisis has not rendered the officeobsolete. It offers something that home workingcannot: real-time, physical space that fulfils afundamental human need for face-to-face socialconnection and common purpose.The key spaces in the new office will be those thatprovide settings for people to come together butremain physically distanced. Upgraded client areas,space for those significant deals and customer servicesafely; important eye-to-eye meetings, reading bodylanguage in person; team training and bonding;management, mentoring and staff assimilation, allbuilding blocks of cohesion and collaboration, ofbusiness culture and community.So what does this mean for real estate – release,relocate or reconfigure?For employees to feel safe in communal spaces forgroup-type tasks will take more space, not less.KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20205

REAL ESTATERELEASE, RELOCATE OR RECONFIGURE?Although 55% of respondents of the Savills Office FiTsurvey said that post-Covid they would prefer homeworking up to two or three days per week, 89% stillthought that having a physical office was importanteither always (47%) or short term (42%). Isolationresulting in mental health and lack of confidence willharm our next generation – our future.On the cost-cutting side, pre-pandemic agile workingdid not necessarily mean less space; however postpandemic, if remote-working remains a choicesupported by appropriate technology and trust,effective agile workplaces imply reduced pressure foroffice workspace to some degree long term.High-density, open-plan spaces, currently mothballed,offer short-term redesign opportunities forcontrolled social settings that support cohesion andcollaboration, cost-effectively enhanced with biophilia,art and texture, creating an enriched environmentalready valued by employees.In short, there is no one real estate solution that fits all.But a knee-jerk reaction isn’t the answer. Finding theideal uptake of space for a business, post-Covid, willrequire a new level of employer-employee engagementand feedback. Regardless of the final balance of timespent in office or at home, the new normal will havedramatic consequences for the landlord-occupierrelationship; those who embrace a partnership willultimately be winners.IS THE OFFICE A NECESSITY?89%of respondents believe that the office will remain anecessity in the long term or short term at leastWILL THE OFFICE CHANGE?71%believe office design will be impacted74%believe that space and size will be affectedSOURCE: SAVILLS OFFICE FiT SURVEY JUNE 2020KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20206

REMOTE WORKINGSHORT TERM NECESSITY. LONG TERM DESIRABILITY.Be clear in expectations of people and understand that routine, rigourand robust direction are required to establish boundaries and balanceThe Covid-conundrum is this: will we forget and goback to working as before?Lockdown is proving simpler to impose than lift. Asrestrictions ease, some people are going back to workwhile others are not. But we are all at work already, justworking remotely.Research by talent management firm BSP found that67% of agile businesses reported a significant boost totheir productivity, up to 20% in some instances.That remote working is widely possible and successful,even under the most trying circumstances, has beena revelation for many. And while the primary drivewas to come up with temporary solutions to enablebusiness continuity, the genie of choice is out ofthe bottle. Ultimately, the concept that work is athing you do, not a place you go, quickly became aneveryday reality. Staff showed they could be happyworking from home, and senior leadership learned thatproductivity need not suffer.Organisations already practising agile working, mainlytech firms but also some forward-thinking lawyers,were the first to get up to speed after lockdown.But the banking and insurance sectors, along withtraditional law firms hitherto unwilling to embracechange, found their feet after a period of adjustment;‘no change’ in productivity and client effectivenesswas widely reported during lockdown, in itself a majorchange to assumptions about agile working.The freedom of agile working comes with itsown share of employee responsibilities, employerobligations, and particular challenges. Occupationalhealth in all its guises becomes an issue, and webelieve not an area which has really yet been tackledeffectively. The correct chair, standing desk, multiplescreens and specific physical needs hasn’t yet beenassessed; insurance claims for medical and publicliability are waiting in the wings.What has been a positive outcome is that firmwide communication has increased with greaterengagement and transparency from senior leadership.Personalities on the introvert end of the spectrumhave flourished away from the noise and energy ofthe workplace, the natural habitat of extrovertedcharacters, who conversely have had to deal with adegree of isolation during the pandemic.67%of agile businesses reported a significant boost totheir productivity, up to 20% in some instancesSource: BSPHR Review reported during lockdown that Visier, acloud-based analytics application, asked over 1,000employees either previously not normally allowed towork from home or who do so no more than once perweek on average, found 47% believe leadership willrevert back to previous working practices once thisvirus passes.KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20207

REMOTE WORKINGSHORT TERM NECESSITY. LONG TERM DESIRABILITY.Covid has shown that the social aspect of the officeis an important part of emotional wellbeing. A 2019survey of 160 diverse individuals in a variety ofindustries and positions by Harvard Business Review,found that across all industries, workplace socialconnections play a central role in fostering a commonsense of purpose, and individual happiness.“Effective management of social capital withinorganisations facilitates learning and knowledgesharing, increases employee retention andengagement, reduces burnout, sparks innovation, andimproves employee and organisational performance” –HBR July 2019At KKS Savills we have always rooted our workplacedesign and strategic thinking in empirical data.‘Transformation through Data’ suggests agile workingis here to stay. But incorporating it to everyone’sadvantage, creating a successful future normal ofoffice and remote working is a question of changemanagement.Large-scale change initiatives fail when employees donot understand why change is occurring or do not feelsafe, recognised or rewarded. In these uncertain times,ensuring they do must be a priority.A structured, well-communicated, egalitarian approachis critical to achieve clear, well-documented outcomes,as we well know.LOCATION PREFERENCES BEST SUITED FOR THEHUMAN EXPERIENCE OF ote advandcollmmoppaaarertgsmutomeeenrinTeargeeagt frCaroncntoporg taCollMeto cSupetinilityMeAboingAt the officeBothAt homeWHERE DO OFFICE WORKERS BELIEVE HEALTHAND WELLBEING IS BEST DELIVERED?100%80%60%40%20%0%Strong, caring employers who trust will be the winners.A daily routineAt the officeMental healthPhysical healthBothQuality family timeAt homeWHERE ARE PERSONAL EMPLOYEE PRIORITIESBEST MET?1.0%0.8%0.6%0.4%0.2%0.0%Sense of belonging /pride in companyAt the officePersonal growthBothWork / life balanceAt homeSOURCE: SAVILLS OFFICE FiT SURVEY JUNE 2020KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20208

WORK & WELLBEINGMORE CHOICE OR MORE CONFUSING?Productivity increases when people are empowered to choose where, whenand how tasks are completed whether at work or elsewhereIn theory, remote working offers obvious physical andmental health benefits to the individual: freedom overhow, where and when you work is surely better thanbeing tethered to an office nine-to-five, Monday toFriday. But in practice?Life-work balance can improve; commuting timereplaced by family time. Work space at home iscurated personal space too. And with everyone inlockdown, work efficiency improved. The simplequestion became an instant message; long meetingsbecame a quick video call and started promptly.The IES, Institute for Employment Studies, carriedout a survey of the wellbeing of homeworkers underlockdown.The interim survey analysis showed that,overwhelmingly, the most commonly cited benefitof home working was the elimination of the dreadedcommute. People identified that by not travelling towork, they were saving money, reducing the stress andtiredness associated with commuting, and having apositive impact on the environment.And yet the same survey also found an increase inmusculoskeletal complaints. Time was not a luxuryavailable when lockdown began, and many peoplecreated ad hoc workspaces at home. More than half ofrespondents reported new aches and pains associatedwith bad posture, including in their necks (58%),shoulders (56%) and backs (55%).Remote working challenges different generationsof the workforce in different ways. Early-careerprofessionals in sharing households will have beencompeting for space to call a home-office.HOW DO OFFICE WORKERS WITH LONG ANDSHORT COMMUTES ENJOY WORKING FROM HOME?Love itLike itDon’t mind itDon’t like itHate itUp to30 minutes30 minsto 1 hour1 to 1.5 hoursMore than1.5 hours0%20%40%60%80%100%SOURCE: SAVILLS OFFICE FiT SURVEY JUNE 2020Their future working day will include time in the office,an attractive prospect for anyone who attempted towork against a background of young children andhome schooling. Quiet personal place to work is still aperk of seniority.Without an established framework, or structureto the working day, guidelines for employers andpolicies for staff, and constantly open channels ofcommunication, the result was also ‘panic working’.Presenteeism became an issue, pressure to be seenin virtual meetings, to be online, and on time, hasbeen considerable. Individuals found ways to exercisecontrol which were not productive or healthy. All ofwhich means increased stress, often in combinationwith feelings of isolation.Ordinarily organisations are required to undertake arisk assessment to identify workplace hazards thatmay exist, remove or minimise them. With homeworking here to stay, these aspects will have tobe addressed, along with clear guidelines aroundemployee start times, logging off after contractedhours and all life in between.KKS SAVILLS TIME TO TRANSFORM TRENDS, PREDICTIONS, FACTS JULY 20209

DECENTRALISEHOME OR OFFICE?Working from ‘third spaces’ can address what workers will want, may providelocal communities and businesses with revenue, and revitalise the high streetWHAT ABOUT THIRD-SPACES, SATELLITE HUBSAND CO-WORKING?Agile working encompasses any setting best suited tothe work and the employee, the team and the client. Itturns the possibility of a ‘third space’, between officeand home but without the distractions of either, into aviable reality. Wh

At KKS Savills we have been looking at all these questions on the future of our work patterns and workspace and dealing with them, like you, as a business during the crisis. The difference is we were looking at the issues well before lockdown. Our thinking is rooted in over thirty years of

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