HOW TO APPLY SPACE UTILIZATION DATA

Metrics Driven Planning; Breaking down space utilization data to better optimize space

A CASE STUDY

CompTIA was growing and looking at additional lease space for their headquarters location. Although staffing numbers suggested they were at capacity, the CEO believed they may have had room to absorb the 15-20 % expected growth. A sensor-based utilization study was conducted, which revealed an average seat utilization of 34%. With a diverse array of functions on site including training, compliance, finance and research, CompTIA opted for a moderately aggressive approach to reallocating seats. Listed below are the study results and how those findings were translated into an actionable plan using the Metrics Driven approach.

CompTIA’s low 34% utilization rate indicated an opportunity for optimization, but how do you translate the numbers into an actionable plan?

CompTIA Workplace Consulting

Think about how often we spend money to save money - insurance, regular car maintenance, warranties on our favorite electronics. Sometimes, it just makes sense. For example, how many of you would spend $3 to avoid spending $700?

It’s with this mindset that our client, CompTIA, decided to spend $30,000 which ultimately saved them about $700,000 in new lease costs.

Expecting a 10 percent growth, CompTIA assumed a larger space would be in its future. After all, it makes sense that additional employees would require more space. Before moving forward with a lease, however, CompTIA reached out to Little. With help from our sensor technology partner Relogix, we conducted a sensor-based study of seat utilization with 300 sensors carefully monitoring exactly how often seats were getting used.

The results were surprising. Data gathered from sensors mounted in offices and workstations revealed an average of 34% seat utilization - about ½ of their 60% target. Little’s strategists then analyzed the utilization data and developed a set of data-driven recommendations for improving space use that not only accommodated immediate growth needs within the current building footprint but also included ideas for accommodating long-term growth. And, on top of it all, these results could all be realized without any space or furniture reconfiguration.

If your role includes determining how to best allocate real estate funding, you may want to stop and ask yourself, “Would I spend $3 to avoid spending $700?”

AUR (average utilization rate) SURVEYED PLANNED

Vacant Seats occupied 0%-5% of the time suggest seats are unoccupied.

Surveyed: 10 seats below 6% AUR

Planned: 0 (Vacant seats were eliminated)

Remote Seats occupied 6%-20% of the time can indicate work-fromhome or third-place working.

Surveyed: 9 seats below 21% AUR

Planned: 3 (Remote seats were reallocated at a 3:1 staff-to-seat ratio)

Mobile Seats occupied 21%-60% of the time can indicate internal or external mobility based on job function or personal preference.

Surveyed: 83 seats below 61% AUR

Planned: 70 (Mobile seats were reallocated at a 1.2:1 staff-to-seat ratio)

Anchored Seats occupied 61%-100% of the time can indicate job function requires tethers to location, equipment or peers, but can also be a result of management culture or personal preference.

Surveyed: 25 seats above 61% AUR

Planned: 25 (Anchored seats remained at a 1:1 ratio)

Total seats planned for the existing staff is 98, providing 29 available seats for growth, and potentially avoids the cost of an additional 2,500sf to 3,000sf of leased space.

Surveyed: 127

Planned: 98

Specific utilization rate parameters used above are meant as reasonable markers based on experience. Target parameters for specific programs can change based on industry, organizational readiness for change, and corporate culture and goals.