workplace performance analysis
consideration
Workplace Performance Analysis The reality of how organizations work day-in and day-out is sometimes more evident in what happens in the back-ofhouse (the workplace) where people work, where products are created, services performed and administration applied, than in the more highprofile, front-of-house areas such as reception lobbies, boardrooms, and executive offices. The workplace not only reflects an organization’s culture and management style, it also impacts an organization’s performance.
We have found that organizations which focus their attention and appropriate resources on the design of the workplace benefit with improved productivity.
Reason for a Workplace Performance Analysis Strategic facilities
The Workplace Performance Analysis process, on
planning is now
the other hand, is independent of any of the conditions affecting a real estate transaction and is performed primarily to offer planning solution alternatives to everyday problems that exist in the workplace such as:
a well-recognized process used to align the workplace to the needs of the organization, but
• improving your work processes and workflow adjacencies; • aligning your workplace standards with each function; • improving your space utilization; • improving your competitive edge in your industry.
is usually only performed at such time when organizations are contemplating a real estate transaction, such as a lease renewal, a move, a corporate consolidation, or a renovation of their facility.
Our workplace performance analysis focuses on the impact of your workplace on organizational performance and productivity. Through our process outlined on the following pages, you will be able to evaluate the benefits to improve your organizational performance and productivity.
STEP one: orientation
WORK STATIONS
OFFICE
KITCHEN SEC TRAINING
FILES
PROD
SERVICE
WORK STATIONS
STORAGE
SEC
TRAINING SUITE
FILES
PROD
TEAM ROOM
MAIN ENTRANCE
RECEPTION
OFFICE
OFFICE
OFFICE
OFFICE
OFFICE WORK STATIONS
PROD
OFFICE
SEC
FILES
SEC
STORAGE
PROD
STORAGE
SEC PROD
SUPPORT WORK STATIONS
CONFERENCE
MARKETING
SALES
Source: Scott, 2001
Interactions/Hour/Person by Workstation Type
Interaction/Hour/Person
2.0
1.5
1.0
0.5
0.0
Closed Office
2Ð3 Person Shared Enclosed Office
High-paneled Cubicle
Low-paneled Cubicle
Pod
4Ð6 Person Shared Enclosed Office
Bullpen
Office Type
attract & retain customer expectations
organizational structure
corporate aspirations
collaboration & communication brand / image
Source: Scott, 2001
Mean Duration of Interactions by Office Type global
technology
Length (sec)
350
sustainability corporate culture
300
250
vision real estate efficiency
200
150
Closed Office
2-3 Person High-paneled Shared Cubicle Enclosed Office
Low-paneled Cubicle
business processes
W O R K P L A C E
arena
400
Pod
4Ð6 Person Shared Enclosed Office
Bullpen
employee satisfaction
corporate values
First Step It is important to first understand your organization — to discover what makes you tick. We initiate our analysis by familiarizing ourselves with your business and your workplace through onsite observation and interviews. Business Goals & Aspirations
OBJE CT IV E
Understanding your organization’s current business processes.
Business Processes
OB JECTIVE
Understanding your organization’s current business factors.
Workplace
OBJ ECTIVE
Understanding your organization’s workplace as it relates to your business processes and goals.
ACT IO N
CLIENT BENEFIT S
1) Listen to leadership. 2) Probe to understand how/if the workplace is supporting these business goals.
—
ACTION
CLIENT BENEFIT S
Clearly identify “Should we change the workplace?", and then "Why?".
1) Listen to leadership — Clarifies understanding of 2) Probe to understand ‘imbalances’ between/among the relationship of factors in today’s circumstances. — Forms “base line” for these business organizational performance. processes with the built environment "the workplace".
ACTION
CLIENT BENEFIT S
1) Work with leadership showing other examples of effective workplace environments.
— —
Allows maximum input from client into design decisions. Allows leadership to fully understand the importance of the workplace in impactingclient organizational performance.
step two: evaluation
Business Issues =
direction
mergers & acquisitions increasing market share discoveries
=
growth
divestitures
=
flexibility
strategic alliances
=
new markets new ways of working
=
planning long-term / intermediate / short-term
communication/ collaboration entrepreneurial
Workplace Response adaptability to change
Second Step The information collected from the client orientation period is used to develop a thorough evaluation of your organization’s workplace to determine it’s effectiveness as it relates to: adjacencies:
— How your employees and job functions are OFFICE
SEC PROD
OFFICE
FILES
OFFICE
OFFICE
Workstation - 1B 8'x 10' (155 sf)
standards:
branding:
— Selection and application of rules relating to office/workstation type and size, and other features or furniture, equipment, and related amenities.
— The physical presence of your corporate culture in the workplace.
SEC PROD
STORAGE
u
Executive Summary | All Floors Description
SUPPORT WORK STATIONS
Company 1
Company 2
Company 3
Company 4
Rentable SF
359,000
248,441
148,472
278,258
Usable SF
305,150
221,211
131,207
258,414
14.5
9.5
9.5
17.5
17.65%
12.31%
13.16%
7.68%
Company 1
Company 2
Company 3
Company 4 826
Number of Floors Add on Factor
All Floors:u Total Workplaces
physically positioned relative to each other and its relationship to your business processes.
space utilization:
— Your overall and specific density of people and office/workstation ratios.
905
574
395
RSF/Employee
397
433
376
USF/Employee
337
385
332
313
uu
benchmarking:
337
Percentage Employees/USF
48%
40%
44%
49%
Percentage Auxilary*/USF
30%
35%
28%
28%
— How do you compare to other organizations in your industry? Percentage Circulation/USF
22%
25%
28%
23% u
Corporate Offices only
uu
Not to be confused w/existing Workforce or employee population.
*Auxiliary functions include the following: Conference, Copy, Files, Centralized File Rooms, Workrooms, Corporate Cafeteria, Computer Rooms, IDF closet, Interconnecting Stair, Break Rooms, Storage and all other support spaces.
step three: choices
migration plan Phased Construction - Two Swing Floors
Current Stack
Phase 1
Dining Facility Executive Dining Rooms Gym Kitchen
Phase 2
Phase 3
Phase 4
Operations shut down
Supply Planning & Logistics AHC Trading Company Crude & Products Trading Crude & Products Economics Manne Administration Domestic Marine Ship Planning & Utilization Shipping Accounting Spentonbush Administration
Treasury Corporate Planning International E&P Financial Controls Corporate Strategic Planning Corporate Secretary Human Resources Graphics Office Services
Operations move to 33rd Floor Swing Space
Chairman of the Board & CEO Chairman of the Exec. Committee President & COO Chief Accountant Executive V.P. & CFO / Controller Executive V.P. & General Counsel Corporate Secretary Risk Management
Refining Operations R&M Financial Controls Corporate Strategic Planning Corporate Planning Board Room Exploration & Production Adminstration (disbanded) Main Reception
Chairman of the Board & CEO Chairman of the Exec. Committee President & COO Chief Accountant Executive V.P. & CFO / Controller Executive V.P. & General Counsel
Move to 41st Floor
Treasury Human Resources Graphics Computer Services Office Services Communications
Move to 41st Floor
Hess Energy Trading Co., LLC Commodities Accounting Product Price Analysis AH Trading Company Accounting International E&P Financial Controls Storage / Changing (Office Services)
Move to 21st Floor
SWING SPACE - 33rd Floor SWING SPACE - 21st Floor
Construction
18 Weeks
18 Weeks
Construction Duration = 58 Weeks
Manne Administration Domestic Marine Ship Planning & Utilization Shipping Accounting Spentonbush Administration Crude & Products Economics Supply Planning & Logistics Product Price Analysis Hess Energy Trading Co., LLC Commodities Accounting AH Trading Company Accounting AHC Trading Company Crude & Product Trading Computer Services Communications
Flip to the other side of 38
10 Weeks
Proposed Stack Dining Facility Executive Dining Rooms Gym Kitchen
12 Weeks
Refining Operations Refining &Marketing Financial Controls Risk Management Board Room Main Reception
Legend
Third Step We determine from our previous evaluation of your workplace which areas are working and areas that are not.
Workplaces
Offices 38 8' x 12' Work Stations 18 8' x 8' Work Stations 2 Secretary 4 Total 62 3300 s.f.in primarySupport goal and objective
Finally, our Mix organization this thrid step is Proposed to help your 40% Open by: Closed 60% 427 rsf/Person
• Optimizing performance and productivity of The next step is to develop cost-effective, your organization; minimally disruptive solutions by showing • Providing cost benefits to your organization; you plan changes to your existing plans concept • Minimizing1disruption to your ongoing operafor your review. tions.
concept a | 80% closed
Legend
Workplaces
Offices 26 Legend Workplaces 8' x 12' Work Stations 38 Offices 38 Secretary 4 8' x 12' Work Stations 18 Total 68 8' x 8' Work Stations 2 Support 3300 s.f. Secretary 4 Proposed Mix Total 62 50% Open Support 3300 s.f. Closed 50% Proposed Mix 40% Open 390 rsf/Person Closed 60%
427 rsf/Person
concept 2 concept 1 concept b | 40% closed Legend
Workplaces
Offices 16 Legend Workplaces 8' x 12' Work Stations 54 Secretary 4 Offices 26 Total 74 8' x 12' Work Stations 38 Support 3300 4s.f. Secretary Proposed Total Mix 68 75% Open Support 3300 s.f. Closed 25% Proposed Mix 50% Open 358 rsf/Person Closed 50%
390 rsf/Person
concept 3 concept 2 Legend
Workplaces
involvement
who should be involved from your organization in this proCess? Ultimately, it is the client that decides who will be involved in the process. Determning employee involvement varies based on the degree of workplace change undertaken. Our advice is simple: To determine the best mix for your organization, follow the recommendations of this diagram:
Determining Employee Involvement: As-Is
(little to no change)
Refinement (some change)
Redefiniton (big change)
Active Participation Feedback
Feedback
Understanding
Understanding
Understanding
Awareness
Awareness
Awareness
Degree of Workplace Change
}
Employee Involvement
fee and schedule
Fee Structure & Schedule Steps
Description
Time
Step One
Preparation Period
1-2 Days
Step Two
Charette
2 Days
Executive Summary
1 Day
Step Three
Our compensation will be based on hourly estimate not to exceed $7,500 of which any hours not used will not be billed to you.
Team
team leader | michael cooper, AIA, LEED™ AP facilitator & business consultant | joseph w. synan Strategist / planner / programmer | janet rogers, TAID from Rice University, and his joint undergraduate degree from Pace University and the Pratt Institute. _______________ A hands-on leader, Michael Cooper excels at bringing together diverse groups to solve complex issues and create unique workplaces for clients such as Amerada HESS Corporation, Apache Corporation, McKinsey & Company, JPMorgan Chase, Accenture, and TEPPCO. . Michael has also worked to create successful branding strategies for Encore Bank and MD Serve. A founding principal of Ziegler Cooper, Michael earned his Master of Architecture
As founder and president of Leadingwell Associates, Joe Synan facilitates consensus-building in the public, private and nonprofit sectors with leaders and teams in their planning and visioning efforts. A 17-year senior management veteran of Chevron and Gulf in information resources, R&D, and strategic planning in the
US and Canada, Joe has attended the University of Virginia’s Executive Business Program and holds both a Masters and undergraduate degree from MIT as well as an additional undergraduate degree from Notre Dame in nuclear engineering. _______________
An expert in workplace strategies, planning, and programming, Janet Rogers has designed workplaces for for firms such as Apache Corporation, TEPPCO,
Devon Energy, McKinsey & Company, and Seitel. She has also played key roles on award-winning projects such as Parker Drilling, Sun Bank, Alto Technology, and Vinson & Elkins L.L.P. . A graduate of the prestigious and highly-ranked Design College of the University of Cincinnati, Janet has worked as a designer for WED Enterprises at Walt Disney World, ISD, and Skidmore, Owings & Merrill prior to joining Ziegler Cooper Architects.
JPMorgan Chase Tower 600 Travis, Suite 1200 Houston, Texas 77002 TEL 713.374.0000 FAX 713.374.0001 www.zieglercooper.com