MICA (P) 207/12/2010
Competing for Human Resources IE Singapore’s Ahead of the Game
人力资源的竞争 新加坡国际企业发展局(IE Singapore)在博弈中遥遥领先
A
s a significant employer in one of the most dynamic cities in the world, a metropolis with an ascending population of the best and brightest, the Singapore Government must compete head-on with the private sector in attracting and retaining staff. Although salaries hit the headlines, many other issues important to staff must toe-the-line to stay apace or even rank ahead of the game. No less is the attention given to the qualities of work environments, in which Government employees are encouraged to excel. Recognition and adoption of contemporary, private-sector, workplace practices is now becoming central to the brief of requirements for Singapore Government projects. Pioneering these issues in the pre-millennium years, designphase championed open-plan concepts, encouraging collaboration and opening up sight-lines between colleagues who had previously been shrouded by screens, partitions, panels and high storage walls. Although technology provides a high degree of independence in the workplace, the physical circumstances of well designed offices have become a welcome counterbalance, contributing to a strong sense of kinship and team spirit. These traits are very apparent in the behaviour, posture, conversations and even the dress of the staff who work in the more enlightened business organisations. This now includes Government. Interestingly, the workplace has become less structured – more egalitarian, with workstation modularity, shared views, lots of natural light, ergonomically considered seating, stimulating décor and open internalised cafes. Compare these features to government offices of just a few years ago, with their narrow corridors, high work station panels and ever present, never efficient storage, poor air circulation and dull, meaningless colours and finishes. The IE Singapore project was a great example of how a government office can be transformed to meet the competitive and challenging demands of today’s urban jungle in a cost effective manner. Communal meeting spaces, lounges and a new staircase were viewed as potential opportunities for casual chats or introducing fresh people to established teams for sharing thoughts, views and ideas. Of course, an office with these qualities looks nothing like an office of 10 years ago! And this too is purposeful within an overall strategy to attain high productivity with low staff turnover.
为世界最具活力城市之一的重要雇主, 管理杰出人才数量 作 不断增长的一座大都会,新加坡政府必须与私营部门展开 正面竞争,以求吸引和留住人才。
尽管员工薪金备受关注,然而要在这场博弈中赶超竞争对手,许 多其他问题必须按惯例行事。政府仍旧对工作环境的质量予 以重视,鼓励雇员在这方面创先争优。 对新加坡政府的工程项目而言,认可和采用现代化的、私营部 门的工作场所的惯例已经成为要求纲要的核心。 在千禧年到 来之前探究这些问题, designphase摒弃了过去的格局——屏 障、隔间、面板和高耸的壁橱，秉承开敞式平面布置的理念， 达到了同事之间直接的沟通协作,同时让视线变得更开阔。 虽然科技为工作场所赋予了高度的独立性,但是设计巧妙的办 公室的有形环境已经成为一种被人乐于接受的平衡力量,营造 出浓厚的亲切感和团队精神。以上的这些特质，都会在更加 开明的商业组织中工作的员工的行为、姿态、交谈、甚至衣 着中表现得十分明显。 有趣的是,工作场所的结构性趋弱——变得更加平均主义,同时 具有模块化的工作台化、共同的视野、充沛的自然光、基于 人体工程学考虑的座位设置、令人神清气爽的室内装潢及开 放式的内部咖啡厅。试着将这些特征与几年前政府办公室狭 窄的走廊,高耸的工作台面板,始终存在却从未有效利用的仓库, 糟糕的空气循环、黯淡且缺乏含义的颜色和装饰做个比较。 它体现出如何将一般的政府办公楼,以低成本的方式转型来满 足当今城市丛林富于挑战的竞争需求，新加坡国际企业发展 局的工程项目堪称绝佳的典范。公共聚会空间、休闲室和新 楼梯曾被视为闲聊或向既有团队介绍新人以交流想法、观点 和见解的潜在场所。当然,具备这些特征的办公室和十年前的 办公室相比已经大相径庭!这也是在具有目的性的总体战略 中，能确保职员低流失率的前提下， 同时实现新加坡国际企 业发展局的高生产效率。
Credits Interior Design: Designphase Project Director: Derek MacKenzie Design Director: Phillips Connor Editorial: Derek MacKenzie Photography: Sash Alexander
Interior Design by designphase
Think Differently! Strategic decisions through the GFC
Tenk Annerledes! Strategiske beslutninger under finanskrisen
D
uring difficult times, it is important to think differently to succeed. There are many things that foster success during economic turmoil and things like budget cuts, cost reductions and a more efficient workforce would be among the top items on any business manager’s list. Although it is necessary to make changes, they are rarely popular decisions and always difficult to make. In days gone by, a healthy budget for new office interiors might have been considered extravagant or even regarded by some as a waste of resources. During times of economic crisis, a “new office” budget would probably have been one of the first things to go. This is a trend that we see is changing. It is increasingly recognised by the world’s best managed companies, that well designed offices will more than pay for themselves in lower administration costs and higher productivity. Increased efficiencies in space, staff morale, energy savings durability of furniture and finishes, the benefits to workflow ergonomics, staff loyalty and a higher tolerance to longer work hours are subtle but significant factors that offer a healthy ROI. In Wikborg Rein’s project, open spaces can encourage communication between staff and foster informal sharing, meetings and discussions. By providing a space in the centre of the office to take a break and get a coffee, we also provided a place to forge relationships. This is valued by members of staff and management alike and the idea was met with appreciation and excitement. After all, we do spend more than half of our waking day at work, so it should at least be an enjoyable space to be in. Guess what? The idea works! The entrance to the office is tucked away at the end of the corridor. It was therefore very important to keep the reception open to those approaching. Clean lines enhance the sense of spaciousness and the use of quality materials underpins an emphasis on the professional qualities of the firm. The layout of the space reflects the lawyer’s preference for rooms which is a universal norm for the industry. The lawyers’ rooms lie around the edge of the leased space and the support staff and pantry areas are placed in the centre of the office. Meeting rooms are designed to be acoustically private and located conveniently near the reception area. Wikborg Rein has a proud reputation of service excellence to their Singapore market. As Clients and representatives from their Head Office are frequent visitors to the offices, the partners are concerned with presenting the right “first” impression. Although a subtle Scandinavian tone is present, the mood is not overly Nordic so a more “International” welcome is created. Through some clever imagery, tricks of pattern and geometry and a warm colour scheme full of character, the office comes across as welcoming, spacious and precise.
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or å lykkes i vanskelige tider, er det viktig å tenke annerledes. I økonomisk turbulente tider er det mange tiltak som fostrer suksess, og tiltak som budsjettkutt, kostnadsreduksjoner og effektivisering av arbeidsstyrken vil normalt være å finne på topplisten til enhver sjef. Selv om det er nødvendig å gjøre endringer, er endringene sjelden populære, og beslutningene er alltid vanskelige å ta. I den senere tid, har det som tidligere ble ansett som et fornuftig budsjett for kontorinteriør blitt ansett som ekstravagant eller av enkelte til og med som sløsing av ressurser. Gjennom økonomisk vanskelige tider vil et budsjett for ”nytt kontor” ofte være det første som må kuttes. Dette er en trend som vi nå ser er i endring. Blant de best styrte selskapene i verden er det i økende grad anerkjent at godt designede kontorlokaler kan mer enn betale for seg seg i form av lavere administrasjonskostnader og høyere produktivitet. Økt effektivitet i form av plassutnyttelse, energisparing og lengre varighet på møbler og overflater utgjør subtile men viktige faktorer som gir valuta for pengene. I tillegg fører godt designede kontorlokaler til et tilrettelagt miljø for god arbeidsflyt, lojalitet fra de ansatte og høyere toleranse for lengre arbeidsdager samt høyere arbeidsmoral blant de ansatte. I Wikborg Reins prosjekt er det tilrettelagt for åpne områder som oppmuntrer til kommunikasjon mellom de ansatte og fremmer møter og diskusjoner på tvers av arbeidsområdene. Ved å tilby et område i midten av kontorlandskapet for å ta en pause og hente kaffe, har vi også etablert et område for å skape relasjoner. Dette er verdsatt både av de ansatte og ledelsen, og ideen ble møtt med takknemmelighet og entusiasme. Vi tilbringer tross alt mer enn halvparten av den tiden vi er våkne på jobb, så det burde i det minste være et hyggelig sted å være. Og gjett hva? Ideen fungerer! Inngangen til kontoret er gjemt bort i enden av en korridor. Det var derfor veldig viktig å holde resepsjonen åpen for de som kommer inn. Rene linjer fremhever romfølelsen og bruken av kvalitetsmaterialer underbygger firmaets profesjonelle kvalitet. Layouten på lokalene fremhever advokatens preferanse for rom – en universell norm for bransjen. Advokatenes kontorer er fordelt rundt ytterkantene av det leide lokalet, mens støttefunksjonene og kaffebaren er plassert i midten. Møterommene er designet for å være lydtette og private, og er praktisk lokalisert nær resepsjonsområdet. Wikborg Rein har et stolt rykte for å yte utmerket service til sine klienter i Singapore. Da klienter og representanter for morselskapet er hyppige gjester til kontoret, er partnerne opptatt av å skape det riktige ”førsteintrykket”. Til tross for en subtil skandinavisk stil, er stemningen likevel ikke gjennomført nordisk. På denne måten skaper man en mer internasjonal velkomst. Gjennom bildespill av ulike mønstre og geometriske figurer samt en varm fargeparlør full av karakter, fremtrer kontorlokalet som innbydende, romslig og korrekt.
Credits Interior Design: Designphase Project Director & Editorial: Derek MacKenzie Senior Designer: Marlyn Malabanan
Photography: Fearghal Hendron
Infinity Four www.designphase.com.sg
dppl@designphase.com.sg
The offices of IE Singapore and Wikborg Rein were renovated around their occupants. Renovations of existing offices can be fraught with issues, especially with the Client remaining in-situ. The re-balancing of an organisation which has become settled in a particular address will raise questions related to politics, growth, qualities of accommodation and personal entitlement. The Client and the Designer need to work very closely to achieve full potential of the opportunity without losing the confidence of key stakeholders. As we all know, change is almost always uncomfortable to some degree. Even if the discomfort is only perceived, it can lead to fear, distraction, suspicion, scepticism and even deceit. These issues can be highly destructive to morale, team spirit, loyalty and ultimately productivity. At the outset of any assignment, the development and programming of a ‘change – management’ process can assist greatly in the overcoming of most objections. Good quality communications between management and staff will open the door to dialogue and create a favourable climate for the sharing of information. Awkward issues can be raised as concerns which can then be factored into the design before they become problems which would otherwise need to be resolved (sometimes at great cost). Managed properly, negatives can be turned to positives and be counted among the successful achievements of the Designer/ Client relationship.
Printed on 100% Recycled Cocoon 140gsm Published by designphase dba private limited. Printed by Win&Win Printer.