THE HUMAN EXPERIENCE & THE WELL WORKPLACE

A CASE STUDY

The relocation of employees from one workplace to another presents an ideal opportunity to assess, both qualitatively and quantitatively, the subsequent changes in behavior, morale, workstyles and processes. These impacts can be proactively shaped through purposeful design strategies and thoughtful engagement with employees throughout the relocation process.

When Little moved its largest office of 200 people to a different location within the same city, the leadership team established WELL certification as a primary goal for the new space. The project team was also asked to develop and implement a robust change communications plan to keep employees informed and excited about the workplace being created for them.

By taking a human centered approach when solving for a complexity of issues that people face in the workplace, designers and the project team moved past checklists and implementation to the analysis of how design decisions can evolve and influence personal changes over time.

As part of their own office pre- and post-occupancy studies, Little not only validated its WELL strategies but also gained a deeper understanding of their impact, and that of the project team’s thoughtful change management approach, on Little employees, its physical environment and how they will work in the future.

4 KEY INSIGHTS

1. WELL Increased Employee Satisfaction

WELL-related post-occupancy metrics showed improvement in all key wellness categories. This progress not only enhances the overall environment, it also quantifies the positive impact on employee health and helps inform future decisions regarding wellness and change management strategies.

As a result of implementing a thoughtful WELL Silver certified workplace, Little employees are more active, and more attuned to hydration and nutrition choices, resulting in greater energy levels and a better connection to their own personal wellness goals.

2. Focus on Engagement & Empowerment

When people are engaged at work, they are happier, more productive and more effective. While not an earthshattering revelation, this fundamental premise is often overlooked during a transformational period for employees. Just as important as the benefits to a WELL certified workspace, is empowering people and acknowledging possible personal disconnects. For that to be realized, wellbeing requires people to make their own decisions that are in the best interest of their mental, emotional and physical wellbeing, and to acknowledge the complexity and intricacies between these three areas. This acknowledgement requires adoption of new behaviors and even beliefs, which is a critical component of the wellbeing equation – specifically to the WELL certification.

3. Change takes Training and Reinforcement

Despite a robust change management program, the compressed move schedule required employees to acclimate and absorb various levels of information upon relocating to their new home. Although a typical approach within the industry, a broader, phased strategy that allows for expanded training, revisiting and reinforcing protocols after the initial relocation phase makes for a more successful adoption. Most importantly, this allows organizations to help employees absorb the “why” behind many of the WELL concepts within the workplace while adjusting to their own personal changes. To execute this approach, think about change management strategy & planning in three phases:

• Preparation & Management (at least 12 months pre-occupancy)

• Week 1 Occupancy (1st week of relocation)

• Reinforcement (12-18 months post occupancy)

4. Look toward the Evolving Future

Throughout the remainder of 2020 and beyond, influences of this global pandemic will continue to reveal themselves and the definition of wellbeing will continue to develop. While personal wellbeing and overall health & safety will remain a priority and be expected by their employees, Little will continue to adjust and reset its focus in order to accommodate:

• Employee Mental & Emotional Wellbeing

• Workplace Policy & Guidelines

• Planning & Design guidelines

• Facilities and Operational Management & Roles

• Technology Innovations

POST-OCCUPANCY RESULTS

+25% increase in personal water consumption

+9% improvement in sleep quality

+70% increase in movement during the day

+36% increase in energy levels

+39% improvement in daylight and views

+40% improvement in food and nutritional habits

+17% reduction in eye strain

+39% attention to personal wellness

+53% engagement with surrounding community

-.6% reduction in workstation glare

+25% increase in use of stairs

+55% satisfaction with thermal comfort

+61% workspace accurately reflects organization’s values and brand

+37% familiarity with team members responsible for leading project effort

+35% ease of understanding mission & values through environment

+24% agreement that allocation of space and amenities is fair and equitable

+6% sense of shared purpose with co-workers in different parts of organization

+12% increase in feeling that everyone is focused on the same goals and objectives

+11% visibility of other team members’ contributions

-7% ability to influence details of change

HIGHEST SCORES

LIKERT SCALE: 1 – 5 (1 = strongly disagree, 5 = strongly agree)

Agreement that performing well contributes to personal satisfaction (4.59)

Performing well contributes to personal satisfaction (4.59)

Perception that role is important to accomplishing Little’s purpose and goals. (4.38)

Understanding of contribution to overall success of the organization (4.36)

LOWEST SCORES

LIKERT SCALE: 1 – 5 (1 = strongly disagree, 5 = strongly agree)

Sense of shared purpose with co-workers from different parts of our organization (3.70)

Employees are actively engaged in the change process and its implementation (3.45)

Ability to influence details of change (3.04)

Employees are more active, and more attuned to hydration and nutrition choices, resulting in greater energy levels and a better connection to their own personal wellness goals.