The global workforce has seen an unprecedented shift in workplace design and policies in recent years. From fully in-person to fully remote, new arrangements vary widely. They also impact design.
HGA recently reviewed the workplace policies and space utilization strategies of 22 companies. We looked for patterns across industries and links between policy and design. We categorized our findings by: Approach, Motivation, and Result.
Approach: Policies and the Workplace
The ways in which different companies addressed their workplace approach post-COVID have varied greatly. However, a close examination reveals five key themes:
- In-Person, On-Site Mandates: Some companies insisted on a complete return to the pre-pandemic status quo. This approach requires that all employees must return to the office, reinstating the traditional 9-5, in-office work structure.
- Flexible Work Policies: A sizeable number of firms embraced the advantages that flexible work policies brought to the table. These policies allow employees to decide where and when they work, promoting work-life balance.
- Hybrid Models: Many organizations opted for a balance between in-office and remote working. This approach provides the flexibility to work remotely while still maintaining an office presence.
- Hybrid with Anchor Days: Some businesses, while adopting a hybrid model, designated specific days (anchor days) for employees to be in the office, ensuring regular in-person collaboration.
- Remote First: A few companies decided to adopt a remote-first policy, suggesting that employees need only come to the office for specific meetings or events.
Motivations: From Profits to People
Each company’s choice of approach was influenced by several factors. Here are the key themes that emerged:
- Employee Retention: In a competitive job market, companies prioritized employee satisfaction to retain their workforce. They believed that flexible or hybrid work models would cater to modern employees’ evolving needs and expectations.
- Innovation: Certain firms believed that physical proximity and interaction foster innovation. For such companies, hybrid models or mandate in-person strategies are viewed as catalysts for creative collaboration.
- Employee Well-Being: Some companies placed paramount importance on the health and well-being of their employees, adopting flexible work policies or hybrid models to promote work-life balance and reduce burnout.
- Cost-Effectiveness: A few companies saw an opportunity to reduce overhead costs through remote or hybrid work models, potentially downsizing their physical offices and saving on associated costs.
- Business Continuity: For businesses where in-person collaboration was essential, ensuring continuity of operations was the driving force behind adopting mandated in-person or hybrid models.
Results: Expected and Unexpected Impacts
The implementation of these strategies resulted in a variety of outcomes, both positive and negative. The key themes in this regard were:
- Increased Productivity: Several companies reported higher productivity levels with the implementation of flexible or hybrid work models.
- Employee Burnout: Despite the advantages of flexible working, some companies noted cases of employee burnout, as the line between home and work began to blur.
- Employee Attrition: A few firms experienced higher attrition rates, especially those that opted for a fully in-person solution. This could potentially be linked to the increased demand for flexible work arrangements among employees.
- Shift in Company Culture: Remote and hybrid work models dramatically influenced company culture. Companies had to reimagine ways to instill corporate culture, foster team spirit, and maintain open communication in a virtual setting.
- Space Optimization: Companies adopting hybrid models with anchor days or downsizing physical offices had to reconsider space utilization, requiring creative solutions to adapt to these changes.
The Takeaway for Clients and Designers
A close look at these three categories reveals several patterns. For instance, companies with innovation as their driving force usually adopt hybrid models and report increased productivity. Conversely, firms focusing on employee well-being often lean towards flexible work policies and note a decrease in employee attrition.
Not surprisingly, however, there is no one-size-fits-all strategy for workplace design. When developing a new workplace strategy and office design, we recommend that each organization consider its unique needs, goals, and constraints—and maintain an open dialogue with employees. As the nature of work changes, the true winners will be companies that prioritize adaptability in creating new policies and workspaces. ∎
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About the Authors
As the Design Innovation Manager at HGA, Amin Mojtahedi has dedicated over a decade to advancing architecture imbued with social purpose. A designer, researcher, and artist, he works on a wide range of domains, including community, education, workplace, and healthcare.
Tamar Ribnick has focused her career as a leader in workplace design and exploring unique strategies and solutions to best serve her clients’ present and future needs. Tamar’s deep understanding of space and passion for design help create meaningful connections between project design and client vision.