Transition to an Open Office Workplace:
Wellness, Space, Technology, and Demographics Prepared By Rebecca Falk (University of Kansas) Teresa Fortino (Kansas State University) Amy O’Leary (University of Kansas) Melissa Watson (University of Kansas) Research Team Leaders Donna Buck, AIA (Managing Partner) Kevin Harden, AIA (Managing Partner) on behalf of GastingerWalker&
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Research Summary / 2019
Introduction
The purpose of this research is to provide an evaluation of various office environments through a literature review on workplace design. The psychology of employee well-being, space, available technology, and demographics present in the office, all impact worker productivity and satisfaction. New studies and research provide more information on how innovative work environments may enhance both of these issues. Key trends in research show that creative work environments, demographics, technology, and health play a role in workplace productivity and job satisfaction. The future of office environments are evolving with innovations to create spaces where work is done effectively. This study was developed in partial fulfillment of the Gastinger Walker & summer internship program. The class of four interns under the direction of two managing partners focused this research on issues that are most impactful to the firm’s workplace clients. The research sample was informally selected from the firm’s current workplace clients. These sources vary in organization type and size and were chosen to answer a set of four research questions. The four areas of inquiry identified are key trends in work environments and a hypothesis was established for each of these areas. Structured interviews were scheduled and conducted as the method for data collection, followed by documentation, contentment analysis and the development of key findings.
Executive Summary
The focus of this study is to better understand how individual work environments are affected by human psychology and biophilic design, space planning and furnishings, technology, and demographics. The outcome is to provide what the future of an office environment looks like, and where “work” is done best.
The overarching data among the topics threads into two conclusions. Natural elements are needed to provide adaptive and healing environments. Secondly, flexible environments that are most responsive to current technology and worker needs generate productive and innovative thinking among employees of all ages. The qualitative method used in this study was a series of nine client interviews done in person or by phone. Thoughtful research has been studied under each topic which provided a base knowledge of current trends and statistics, along with known facts about the work environment. 2
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Literature Review
Wellness Humans spend 90% of their time indoors, making it critical to design surroundings that will support the mind and body rather than inhibit them. The International WELL Building Institute (IWBI) is defined as a movement to create buildings and communities that support the wellness of the people within them. According to IWBI, the physical environment impacts health more than lifestyle, medical care, and genetics (International WELL Building Institute). It is important to recognize the effects that the built environment has over human psychology. Functional magnetic resonance imaging (fMRI) allows scientists to observe brain activity patterns. A study using fMRI was done to evaluate human brain activity when looking at a series of natural photographs versus urban settings. When viewing urban settings, the brain works harder; in fact, completely different parts of the brain are activated. The human brain has evolved to process fractal patterns, something that is mathematical or geometric and often from nature, more easily than urban settings. Fractal patterns can include plants, water, mountains, and galaxies. Anything that has the ability to be repetitive, has multiple scales in size or is chaotic or cohesive all act as “neurological nourishment� for humans (Nature-Based Design). Being able to recognize and understand the architecture that composes the built environment can build a better understanding of human mood and well being. City design and facades can have either positive or negative effects on the mind. Positive effects result from complex and stimulating facades. Negative effects result from monotonous and bare facades (Bond). Buildings are triggers that send emotions through the human mind. These emotions then affect human interaction (Parkinson). The emotions felt in New York, Chicago, Kansas City, Denver, and Los Angeles would vary substantially from each other. Through visual complexity of the natural environment, a mental balm is able to veil the mind and body (Bond). After considering how the exterior built environment impacts human psychology, the same logic can be applied to the interior environment. Creating an understanding for what surrounds individual workplaces helps foster ideas to create successful interior spaces (Paradise). Each human has their own unique understanding of the built environment, carrying their personal emotions with them in each space they encounter. Where they 3
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live, how they travel to work, and what urban landscape is experienced while traveling to work, often initially travels with them into the office each morning. This is why it is so important to design spaces that can uplift spirits, create focus and creativity, while still providing spaces for pause and nourishment (Hoffman). Promoting adaptive and healing design in the workplace has a powerful impact on the mind and body (Salingaros). One of the simplest ways to do this is through biophilia, which is the innate connection humans have with nature and other living organisms. The human body responds positively in cognition, physiological and psychological health when surrounded by nature based parameters (Ryan). Geometry is an adaptive feature from nature that creates complexity, pattern, fractals, and scale, a great way for the brain to concentrate and restore (Salingaros). Curves, natural shapes, texture, color, depth, natural light, views, rhythms, and freshness all contribute to the engagement of the mind and trick the brain to believe it is in a natural environment. Through an organic engagement of the senses, the mind becomes fascinated and is more apt to restore, focus, and relieve stress (Steelcase 3). Creating a work environment that is responsive to human psychology, explores sensory experience, is complex in design, and is sensitive to the specific workplace, will generate positive effects. After recognizing the psychology behind the built environment and understanding how biophilia impacts the brain, it is important to consider the physical human body. The human body is made to move (Living Well). Sitting eight hours a day and not practicing forms of physical activity have similar health risks of dying to obesity and smoking. A study of over 1 million people found that 60 to 75 minutes of physical activity can reverse these effects (Laskowski). Through exercise and sweating the body’s cortisol levels reduce and endorphins release helping to relax the mind (Kohll). If the employee mindset is, “I do not have time,� then there are simple steps that can be implemented each day. One of the easiest ways to do this is to stand while at work. People should find ways to walk or stand up every 30 minutes. Instead of going to the conference room to discuss with colleagues, one can go on a walk (Laskowski). Even 15 minutes of exercise helps to mentally refresh the mind (Kohll). The average office worker in America is in a sterile, barren and windowless environment and is expected to be 4
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alert, productive, and motivated. “In nature, most animals do not spend all their waking hours in one spot, but roam their habitats to select different settings for different activities.” Humans should be able to find a spot that gives the best conditions to get work done (Nature-Based Design).
Space Providing a variety of space types in the workplace is impactful upon employee satisfaction, productivity, and collaboration. Steelcase emphasizes blurring the edges between spaces in the office defined by the four tasks happening within them: focus, collaborate, rejuvenate, and socialize (Steelcase 1). From Gallup’s report in 2017, the most engaged employees spend 60 to 80 percent of their time working away from the office” (Steelcase 1). This change in the workplace is caused by four key elements of life: culture, employee engagement, technology, and the shift toward more creative work (Steelcase 1). The importance of having planned and unplanned collaboration spaces is heavily stressed, concluding that employees are more successful when given the choice and control over where and how they work everyday. With shifts occurring in space planning, floor plans are transitioning from separate spaces coexisting to an ecosystem of spaces working together to fit the needs of its users. Two common floor plans and planning methods describe work environments today: the distributed model and the zoning model (Redman). In the distributed model, “spaces that support stimulation control are blended into areas for both individual and group work” (Redman). However, as each field of work has different requirements to perform their tasks, the zoning model may be a better fit for other work methods. “The zone model defines certain locations within the larger workplace as private, quiet spaces” (Redman). These planning models can serve as a design basis and then a designer can focus on providing other design elements for the users, such as variety and adaptability in furnishings, daylight, balance of spaces and an adequate amount of third spaces. Many theories and claims have been made to be the most effective way to design a space, one of which being David Lynch’s Five Elements. Lynch studied urban planning and what resulted in a successful city. From many case studies he 5
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found five key elements to a successful city, they are as follows: paths, edges, districts, nodes, and landmarks (Camarsh). These can be directly correlated into a floor plan. Paths lead one through a space; there should be proper signage along a path and it should be clear of obstructions. Edges, implied or physical, are the boundaries and breaks of continuity in an office space. Districts are created between the paths and within the edges; this is where the objects or employees live. Nodes are intersections in the paths where informal meetings and interactions occur. Landmarks are defining elements providing identity, such as objects or colored walls or logos, that become a mental compass within one’s mind. Designing an office floor plan for utmost ease of navigation is one of many key components to successful office spaces. Focusing on the statistics of what current day employees say are missing in their offices, Steelcase shares their findings. With the shift in demographics, a large majority of employees are searching for opportunities to create stronger interoffice relationships (Steelcase 4). This creates a strong desire for more informal meeting and lounge spaces. Here, small meetings may occur in a laid-back tone allowing tensions to be dropped and ideas to be shared freely. These informal lounge meeting spaces may be referred to as Third Places (Steelcase 2). The “Third Place” idea originates from pubs in Cambridge, England where people would go to relax and share ideas. First implemented by Ray Oldenburg, it is a concept that can aid office designs to become more attuned to all users.
Technology In a time where technological innovations are continually evolving, work environments need to remain responsive to these strides and development. With an increase in automation and new devices and programs, workers are now free to develop their own passions within work fields everywhere. Technology in the workplace can be defined as “hardware, software, telecommunications, and office equipment that archives, transforms, and adds value to data” (Rizzuto). The growing presence of technology has enabled communication from global and local perspectives, contributing to an increase in the globalization of companies and the mobility of workers (Oseland). Thus, the image of the office of the 21st century is adapting rapidly as individuals can work and communicate everywhere. This section focuses on the way technology is shaping communication in work environments today, and how office design can partner with technology to foster better productivity and innovation levels amongst workers. 6
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Statistics show that communication effectiveness is determined 55% by facial expressions and body language, 38% by tone of voice, and only 7% by words and content, thus highlighting the importance of in-person communication in the office (Oseland). In the workplace, the form of communication that individuals choose to utilize is impacted by different factors including the psychological principle of social proof, personality types, and office design. Social proof defines that individuals often use the behavior of others to guide their own actions (Joyce). Therefore, as email and instant-messaging programs have permeated office environments, individuals have grown more apt to use these methods of communication over face-to-face and verbal interactions, in turn impacting new employee work habits. However, these forms of communication are not proven to be as successful. Research with Western University states that a face-to-face request is thirty-four times more successful than an email, emphasizing that in-person communication still remains relevant in today’s work environment (Roghanizad). Personality factors additionally impact collaboration and team dynamics and include one’s openness, conscientiousness, neuroticism, agreeableness, and extraversion (Oseland). These factors affect the use of public and private collaboration space and the structure of the work communication between employees (Oseland). As technology enables communication and mobility of workers, remote work has begun to influence work environments everywhere. A 2017 Gallup poll found that 43% of 10,000 employed Americans now work remotely some of the time, with nearly one-third of them working remotely four days a week or more (Hickman). Remote work presents both benefits and challenges to consider. A study conducted by Stanford University revealed that productivity levels increased among call-center employees after leaders asked some of the staff to work from home. Remote working individuals were able to produce 13.5% more phone calls than in-office employees (Bloom). Factors attributed to this increase were that workers took less breaks, were not hindered by in-office distractions, and did not have to commute, resulting in a longer duration of total work time and higher focus. However, as concluded by the study, remote work is dependent upon the individual’s worth ethic and the field of work, as some occupations require more collaboration amongst colleagues and are less repetitive work tasks (Bloom). It is also worth noting remote work disadvantages. An interview of 2,000 remote workers revealed that two-thirds of remote workers did not feel engaged in their company and over a third never got any face-time with their team (Schawbel). Research conducted by Cornell University 7
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reiterates the psychological impact from the previous study and found that remote workers are at a greater risk of feeling professionally isolated from their colleagues, and that this social isolation can be associated with higher risks of depression, trouble sleeping, and heart attack or stroke (Bell). Overall, the opportunity for in-office and remote work are both relevant in today’s workforce, as it can allow effective group collaboration and individual focus and balance for daily-life tasks. Because the quality of work is becoming more mobile alongside the constant “consumerization” of technology, office designs must remain responsive and adaptable to these changes (O’Neill). The traditional workplace model of individual desks and static hardware is adapting to a new image with more nimble and flexible alternatives (O’Neill). With portable technology and communication software aiding users to collaborate from any platform, office interiors need to enable customization for users to work most effectively. Recognizing this at Steelcase, the company worked to adopt agile values in the interior design of their IT department. A space study of the existing condition concluded that individual workstations and meeting rooms were all “occupied less than 30 percent of the time, video display and acoustical privacy were in high demand, and that 45-50 percent of members demonstrated mobility throughout the day” (Baar). Seeing an increased movement in users and teams, the new office incorporated adaptable furniture and space formations where users could “hack the space” and customize it according to team needs. Key findings from this change showed a “40 percent improvement in the amount of work completed during each Sprint”, and highlighted the crucial influence that technology and spatial design both play in impacting user productivity and collaboration levels (Baar).
Demographics
In 2018, thirteen countries had 20% or more of their population over age 65. Population Reference Bureau projects that in 2050, eighty-two countries will have at least 20% of their population over age 65 (PRB). The U.S is one of many graying countries and as a result, the government is gradually increasing the retirement age over the next few years. Social security benefits and retirement pensions are becoming a concern, as the rate of replacement in the workforce slows, causing share prices on pension funds to plummet (Meyerson). Many employees will choose to work later in their 60s and 70s to remain financially secure. On the flipside, employers are focusing more on the needs and desires of the millennial 8
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generation with the goal of attracting and retaining young talent, as they are currently the largest generation in the workforce. The next generation, Generation Z, will account for over 20% of the workforce by 2030 (Larkin). With four generations in the workforce at one time, employers will have to find ways to create a better work environment and culture to accommodate such a wide range of abilities, needs and preferences. A study performed by Hassell Studio and Empirica Research in Australia asked 1,006 people over 18 years old who are currently or recently seeking jobs, about factors impacting the appeal of an employer. While salary and benefits was the most important factor, workplace culture came in second and workplace facilities in third. Notably, culture and facilities have a greater combined effect stacked against salary and benefits. This study also suggests that improving workplace facilities and culture is a more affordable option to attract and retain employees than boosting salary alone, as salaries account for about 85% of operating costs and facilities account for the remaining 15% of costs. (Coster). The study proves how important office design and culture can be to the success and prosperity of a company. In the last several decades, the work environment has changed drastically and rapidly with rarely any solid research on space design methods until recently. The work environment that the current workforce generations are most comfortable and productive in are based on the type of space they have been used to in their career so far, the technology and values they were raised with, and their ability to adapt. These elements change quickly with each generation, which can pose some problems for offices that operate on the “one size fits all� approach. This approach is old and based on the idea of universal design and average human scale. Now, we understand that design needs to be inclusive rather than universal. Office employees are becoming more diverse than ever, with wider age ranges and more inclusion. Factors to consider for the marginalized employees, which are typically older generations and disabled workers, are how lighting affects sight, how furniture layout and privacy affect hearing, and physical ergonomics. Lighting can cause glare or be too direct or dim, and furniture and desks may be difficult to use for those with mobility complications. Most senior employees at this time have been used to a private office or cubicle from the beginning of their careers, therefore, changing their environment to be completely open may have a great impact on their hearing and ability to concentrate (Meyerson).
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The current desire for greater work-life balance and flexibility of the location of work was brought into the workforce by the millennial generation. This and increased technology have sparked a movement of remote work. Studies show though, that it is senior employees that work from home the most, rather than millennials (Boogaard). “Employees who are 65 or beyond are 1.7 times more likely to skip the office and telecommute” (Boogaard). This may be mostly due to the decreased ability to concentrate in the office, for older workers that have been thrown from their private office into an open plan. HGA says that Generation Z will be looking for five main principles in the jobs they desire: flexibility, authenticity, choice, convenience, and integration of technology (Jancourt). Older generations may mostly be looking for privacy while younger generations are looking for interaction and flexibility. These varying generational desires inform us that next solution is to find a balance in space types to create welcoming and comfortable social spaces and quiet and secure private spaces at the same time. The type of work typically performed by workers is going to be a main driver in the culture of a workplace, which informs us that the physical environment greatly impacts the culture. Office jobs will vary in type of work performed such as individual vs collaborative, therefore offices should not only be designed with the generations in mind, but also the type of work. Previously, offices were designed for knowledge workers to go to work, sit in their private office or closed cubicle all day, then go home (Meyerson). Now, work has become more of a place to ask questions, create and learn rather than just output information. Solely private offices and cubicles have become a problem for this new type of work, and many offices assumed that the solution was to just tear down all the walls. This did not solve the communication and collaboration problem and also created a different, and problematic culture. People felt anxious, as if they were always being watched or spied on, and had to find ways to escape noise and distraction. This “solution” did not foster the culture and collaboration that many offices desired (Meyerson). Therefore, varying spaces for different tasks is the best solution for workers that need to switch between levels of concentration and collaboration during their job.
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Methodology
Research Hypothesis: A hypothesis was established for each of the four areas of inquiry – wellness, space, technology, and demographics. Hypothesis One: If the built environment and urban landscapes trigger emotional change in bodies, then developing an understanding of your surroundings can promote adaptive and healing design in the workplace. Hypothesis Two: If various groups of furnishings are implemented into a work environment, giving employees the option to choose their surroundings, then employees’ production and satisfaction will thrive. Hypothesis Three: If agile work environments are implemented in offices through integrated furniture and the necessary technological elements, technology will be fully optimized by the user, aiding in higher productivity and collaboration levels amongst workers. Hypothesis Four: If the office is designed with the intention of every generation having flexible spaces where they naturally feel comfortable doing work tasks, then every generation will thrive equally leading to higher collaboration, concentration and productivity. The purpose of this research focuses on qualitative methods that were adapted to acquire and analyze information for the current conditions of the changing workplace. This method consisted of a series of interviews, conducted in-person and by phone accordingly. The sample for this study was selected informally from a variety of clients currently working with Gastinger Walker &. Nine organizations were identified for the study. The study team sought a variety of client types to provide a diverse range of responses. Characteristics of the organizations selected for the study sample included the following: private sector, for-profit and not-for-profit; local and national organizations; and product and service providers of all sizes. Within each organization, questions focused only on office workers and did not include field or manufacturing personnel, for example. Within each subject organization, the interviewee was invited to participate based on their knowledge of their organization’s business focus, real estate needs, worker needs and preferences, and issues associated with worker productivity and job satisfaction. The names of each subject is kept confidential, however the business sector of each subject is listed on the following page.
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Methodology
Source 1: Insurance, Phone Interview Source 2: Education, Face-to-Face Interview Source 3: Financial, Phone Interview Source 4: Public Office, Face-to-Face Interview Source 5: Entrepreneurship & Education, Face-to-Face Interview Source 6: Education, Phone Interview Source 7: Telecommunications, Phone Interview Source 8: Telecommunications, Face-to-Face Interview Source 9: Financial, Face-to-Face Interview The following interview questions provided below begin with a comprehensive question that pertain to each area of focus in this study, followed by a series of investigative questions to explore particular elements of the client work environment. As the interview process did vary among clients, the specific questions served as a foundation to build upon as the discussions and emphasis of topics were unique to each client and company type. 1. Describe a restorative environment in which you would en- joy spending time in during the day. a. Describe the experience - sight, sound, scent b. Which features contribute to calm and wellbeing? c. Do you feel like you have more control over this environment? d. What environment is your office located in? e. How do you feel most mornings walking into work? 2. Describe the environment you spend the most time in your office? a. Why do you spend most of your time in this environment? b. What other areas are provided for you within your office? c. Is it an enclosed office or open office? i. Heads down vs more collaborative? d. What do you see when you are in this space? e. Describe the surroundings (people, noise, materials, lighting) f. What do you wish you could see while in this environment? g. If you could change one thing about this environment what would it be? h. Does it accommodate your needs?
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3. How do the current spaces in your office accommodate and respond to the ways in which workers utilize technology? a. What hardware are workers equipped with? b. Are there any new applications that your office uses? c. How do employees like to utilize this technology? d. How do in-office workers communicate generally? e. Are collaborative spaces public or private (or both)? f. Do workers have the opportunity to work remotely? g. If so, how does remote working affect the office dynamic and ways people communicate? h. How do you see technology affecting different generations? 4. What differences do you see in how older and younger generations prefer or use space and amenities? a. Age range, primary generation of employees b. Do your employees typically stay until retirement? c. What generations are you seeking to hire? d. Does the environment accommodate the needs of all generations? e. What generation has the most complaints about the office design? f. What third spaces do you have? g. Does the medium of social interaction differ by generation? h. Does location of social interactions differ by generation? i. Describe the office culture. j. Do all generations have spaces where they feel part of a community? k. Are there any changes your office needs to create a better culture?
Findings
Wellness Each client interview began with a personal question regarding a restorative environment in which one would enjoy spending time. Out of the nine sources, seven people described a place in nature. Common features that contributed to calm and wellbeing that were stated by sources included natural views, the sound of water, the sun, a feeling of openness, greenery, colors, textures and the peace that comes with quietness. The remaining two responses answered in higher regard to finding restorative elements in the work environment expressing how movement and natural views are important to one’s sense of wellbeing. While present in the work environment, seven out of nine sources choose to interact with nature during breaks, whether it was finding a natural view within 13
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the office, or taking a walk to interact with the sky and landscape. In regard to feelings upon arrival to work, responses did vary as home and work environment locations were in urban, suburban, and remote areas. Four of the nine sources had commute times of thirty minutes or longer, and expressed arriving early in the morning to avoid high traffic and the stress that it can carry. One source also mentioned that they liked a long commute home after work to transition mindsets and decompress. Four other sources had shorter commute times in suburban locations and expressed feelings of calmness when entering into work. The remaining source works from a home office, expressing that the flexibility brings balance to daily-life tasks and scheduling.
Space Through the use of a series of questions, the clients were prompted to describe their workplace surroundings and explain if it accommodates their needs. All of the nine sources stated that they spend the majority of their time at their personal desk or workstation. All sources also stated that their current workplace accommodates their needs, but expressed multiple changes they wished to make to their office space. Three out of the nine requested to have more seating options aside from their assigned desk. One source said their offices are all too big, and they are trying to more efficiently use the space and break offices off the exterior walls. Four of the nine sources also requested more collaboration spaces within the office. Five sources expressed appreciation for the many amenities and third spaces offered such as vast outdoors, cafeterias, convenience stores, pharmacies, gyms, and mothers’ rooms. One source specifically expressed the desire for more lounge and break space, informal spaces to work, and more creative and personalized elements. Three of the nine sources expressed a strong desire for additions of elements that replicate or represent life or create interest and dimension to their workplace, and the other six sources expressed appreciation for their natural elements in or around their office.
Technology In regards to technology in the workplace, clients were asked questions that pertained to general hardware and software used, primary forms of communication and collaboration amongst workers, and the adaptability and mobile nature of the current work environment. In regard to user hardware, six of the nine clients provide employees with laptops, while the remainder provided stationary alternatives in the form of 14
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monitor/dual-monitor formations. From the majority, four of the six sources also provided stationary monitors at desk spaces for ample screen opportunities. Collaboration amongst the various sources did vary; six of the nine sources said that email is the prominent communication form, two stated that face-to-face communication is most utilized, and the remaining source stated that phone call communication was most apparent. In being asked about collaborative software and application trends in the office environment, various responses were provided. Six of the nine sources use a form of collaborative messaging system to allow immediate communication amongst workers. The type of application did vary, with two of the sources using Cisco programs such as Jabber and Webex while other applications stated by clients included Google Hangouts, Zoom, Teems, and Basecamp. In regard to collaborative work spaces, many of the sources provided similar responses with six of the nine sources stating that there are both public and private collaborative opportunities available, but public collaboration zones are either lacking in the office environment or are the most underutilized areas. Remote work opportunities are also present in five of the nine sources. Of the five sources, three of the clients are allowed to work remotely per company policy or department managers, while the remaining two sources allow telecommuting due to the field of work being accomplished.
Demographics The clients were first asked about the age range of employees along with the average age. Six of the nine sources said that their average age was in the 40s, while two sources said their average age was younger, another source said theirs was older. One source stood out in that the employees are almost entirely of the millennial generation; as a result, some of the follow up questions did not apply to this source. Regarding length of employment, three sources said that their employees do not stay long, but that it is due to the type of work and opportunities being offered rather than the office environment itself. Three other sources said that there is a mix of employees staying short term and long term due to available positions, while the last two said that people stay a long time due to the stability of the company. None of the sources believed that their office environment made an impact on the length of employment. When asked if one generation stood out more in regards to complaints with the office, six sources said they saw no difference by generation. Of those six sources, three sources said that everyone in the office, despite generation, wanted more privacy or more seating variety. One source 15
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said that older generations want more space and printers at their desk. When asked whether medium or location of social interactions differed by generation, four sources said they did not think it differed. One said that the older generation prefers to stay at their desk and use the phone. In regards to culture type, three sources said their culture is very casual and laid back; contrarily, two other sources said their culture is more professional. Last, the sources were asked if they knew any changes to the office that would create a better culture and only two sources answered with a design related response. Elements desired were better break space near desks with more comfortable furniture and a casual setting, and more privacy for personal workspaces. A second study was performed with the same set of questions and a group of 11 employees of one of the sources. In this study, all employees were of the same millennial generation, but in different departments and environments within their office building. One prominent environment was cubicles, neutral colors, natural light and a closed break space at the end of the floor. They also described their environment as bland, monotonous, cold, and plain. Most of the employees believed their young generation had the most complaints in the office, and desired spaces such as flexible work areas, spontaneous collaboration, a comfortable lounge with games and activities, and a fitness center for a better culture. These employees believed the senior workers were mostly happy with the office environment and the current amenities. Most felt that the culture was old school, not very personal, and too formal.
Analysis
Content analysis was conducted after the interview information was collected and categorized to the corresponding sources. Analysis of the responses includes comparison to work field and company sizes. The following conclusions relate the findings from each category to these areas of focus and the initial study hypotheses. As the interviews conducted were both observational of the current office spaces and blind, the results relate most to the responses that were received from the interviewee perspective.
Conclusions
Wellness The key conclusions of wellness in the work environment have been drawn from the research and client interviews. If the majority of clients describe a restorative environment as a place in nature that engages the senses of sight, smell, sound, and touch, then it suggests humanity shares an innate connection with nature. If employers want focused and happy employees, 16
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then a simple solution for the office is the promotion of adaptive and healing design through biophilia. While some clients said they no longer have plant life in the office due to maintenance, natural elements can be incorporated in ways such as natural materiality and textures, images, windows to natural views and light, and sounds of water. Many clients stated that the commute to work can be stressful, so the office should have elements or a space for employees to take a moment of decompression before work is begun, and throughout the day. The workplace can develop healthier living and work habits by educating and advocating for more physical activity and the connection to nature. Knowing that the mind and body is impacted so positively by nature, the built environment and design should be conducive to these aspects.
Space After gathering and analyzing the data from multiple databases, interviews, and case studies, it can be concluded that the current workplace is beginning to support the idea of working remotely. As described in the literature review of technology, working remotely can hinder effective communication amongst workers. In order to encourage employees to commute to the office, it is important to adapt to the needs and wants of a working human. The basic human needs of natural light and good air quality are among the top items of concern from the interviews. In addition, adequate furnishings within a variety of seating arrangements and interesting visuals were expressed as important as they challenge the brain and help employees avoid acquiring headaches. These elements allow employees to avoid staring at monotonous walls or interior characteristics, and encourage informal interactions through the crossing of paths within the overall floor plan of the office space. Though productivity levels were not measured in this study, the hypothesis of space is supported through the responses received as sources desired to have various groups of furnishings in the work environment to give workers the control and options to choose their surroundings.
Technology Within this area of focus, correlations were exhibited among the particular sectors of work as similar responses from the same sector clients were provided. For instance, the education and financial work sectors provide similar hardware resources as their cohorts, and also exhibit similar work behaviors in both individual and collaborative work. In the education sector specifically, desk and collaborative work are present, 17
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Conclusions
and interviewees both felt that public collaborative spaces are underutilized compared to private locations or communication through virtual programs. Financial sources also showed some similarities in regard to collaboration, stating that it occurs most frequently in private collaborative zones. Telecommunications sources equip users with similar technology and work individually in most cases, but responses did vary in regard to main communication forms as interviewees varied in job type. It can be concluded from the following research and interviews in this area that optimized technology in the workplace is dependent upon the work field and department work tasks. In addition, because collaboration also varied amongst work sectors and departments, office designs must be highly considerate to employee work tasks as collaboration, privacy, and acoustical demands vary per staff department. Because the interview sources do not currently utilize agile work environments, we cannot conclude if productivity and collaboration would increase among workers. However, the interview responses reiterated the psychological influences as communication through email and software are prominently used methods in many workspaces, and that public collaborative zones are not well-utilized in the current work environments. However, these areas are still desired by many interviewees, and further research into public collaboration space use and communication could provide more insight to make these areas and the technology provided more effective for productivity and collaboration levels amongst users.
Demographics Our study of the clients found that preferences in the offices of our clients may not be as defined by generation as much as predicted. Some sources requested more privacy or more variety in workspaces, but preferences are based more on the tasks employees are performing and their own personality, than on generation. This means that offices would still benefit from design that accommodates a wide range of needs regardless of generations in the office. There was no correlation found between preferences and the type of sector or size of office. The second study on the employees of one of the sources shows that young people have common desires for their office environment. The older generations could be studied to determine whether their desires differ from the youngest generation in the office. While the clients do not believe that their office design or culture impact their employee retainment, a further study could be done with employees of each of the clients to determine the importance of design and culture in employee attraction and retainment in each generation. 18
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Conclusions
It could be helpful to study the difference in what attracts and what retains each generation, as these may not be the same elements. From this study, we can conclude that a variety of work spaces for different levels of individual and collaborative work are desirable no matter the generation of employees.
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