Today’s office workplace is rapidly changing. Work is becoming more of what we do and less of where we are. What can you do to create a great workplace for your company? Here are several ideas that can help you.

First off, one of the tools being used in this change is that of office hoteling. It is where those who do not need a full time desk space simply login and reserve a space when needed, resulting in savings of up to 40% in real office space costs.

As the office space workplace goes more and more mobile, with employees working wherever is convenient, it becomes necessary to recruit and retain the most motivated employees. If workers are not self-motivated, the system can easily be abused. Today’s younger workforce, however, is used to and prefers the idea of being mobile. When pay is tied to performance, they can and will perform for your business and be happier while do it. They are also more focused on the work-life balance where this type of Officing strategy fits in well.

Once great part of the changing workplace is that, depending on the type of business you operate, hours can be flexible to accommodate the life-work balance necessary to keep the best employees happy. Many areas of business, for example office space, often lend themselves to hours outside the traditional 9-5 pattern. The flexible worker can maintain balance by planning errands such as auto service or simply relaxing over a long breakfast by simply notifying their employer that their day will have altered hours. That two hours spent in the evening doing revenue-generating work can be taken off during the day instead of being considered overtime.

Employees today move from job to job rapidly, each time moving up in salary and position. In order to keep the very best on your staff, you must be flexible with them as well as expecting them to be flexible with your needs. The increased work-life balance priority is related to shifts in workplace priorities since many workers will spend as much as 95% of their time away from the traditional office space.

Values sought by today’s worker in terms of work-life balance include respect and trust from the employer. Family concerns being respected by the boss is critical. They want some hours they can telework from home when needed or when desired and more control over their work schedule. Unless a company is willing to institute flexible work policies and programs, the brightest and best will move on to a company that better understands their wants and needs.

Assess what flexibility makes sense for your organization. Would an office hoteling reservation system allow you to reduce real estate footprint and help workers feel more empowered? Would accommodating telework from home when a child is sick or another emergency fit into your business? What other flexible options could you institute to keep your best employees happy and offer them a balance between family and life needs and employment requirements?

A properly planned office hoteling reservation system can save money and increase productivity. Contact us so we can get you started finding out how Office Hoteling might work for your company.

How Work Space Evolution Enhances Employee Performance

No matter what market your business serves, you know that profits are earned because of good, talented, employees working hard. Without these valued employees you would not have a thriving enterprise. And the better the team members perform the more your business will thrive.

So much of business performance today is knowledge-based work. People who have that knowledge and creativity are sought after by many companies and today’s workforce feel comfortable changing jobs several times in their career. This is so unlike our parents and grandparents where a person secured a job and stuck with that employer until they earned the gold watch at retirement.

Clearly, this means that those companies that are able to keep the talented knowledge employees happy will retain the talent longer than companies where employees do not feel valued, love their work and their work environments. When an organization can evolve to provide their team with practical options regarding where and sometimes even when work is performed, employees can choose work styles that best fit their personal needs.

One employee may work best in complete silence with no hustle and bustle around. That person may prefer to work from home, if the home office is quiet, several days per week and especially when performing more tedious tasks, coming into the office only as needed. This type of employee must be a self-starter who works well with little direction.

Another employee may thrive on the networking and sense of competition that the traditional office provides and prefer to come to the main office most days. These tend to be people who require a little more direction. While this employee will likely readily accept and implement technological advancements, they may be a bit hesitant when first making changes in processes to improve them.

Yet another type of employee may work best while on the move, working in third spaces such as cafes and internet hotspots while between meetings with clients. This type of working tends to be a real self-starter who has a strong dislike for the hassles of involved with reporting to a traditional office just for the sake of being seen. It is likely that this person will fully utilize each new technological development that makes their work faster and easier and embrace positive changes. This work style may involve some days spent at the office, some days where a few necessary minutes are spent at the office, and other days where all the day is spent working with clients or spots near the next client’s office.

An employer who can accommodate each of these types of employee will find it easier to retain talent and a high degree of production. When employees find they can work in whatever style suits them best for each specific goal or task, they are happier and feel empowered. Happy, empowered employees product more and stay with your company longer.

Six Factors That Can Help Turn Your Office Space Into a Great Workplace

Everyone wants a workplace that is wonderful but why is one workplace great while another is lacking? Is it the leased office space that makes a particular firm productive and profitable? Could it be the specific office furniture or location? None of these things alone make any workplace truly great.

A great workplace is not about the brand of computers, the prestige of the building’s address. Here are six factors that can work together to allow business owners to create an organization that excites employees, resulting in the reputation of being a great workplace.

1. Replace Policies with Company Mission: Hiring, motivating and retaining top notch employees if not about policies; those are simply rules. Create a company mission and vision that the team believes in and supports. With passion for a mission based on the CEO’s vision, rather than a bunch of policy statements, cultivates a real team capable of leaping forward with ideas and innovations as well as loyalty and hard work.
2. Nurture Collaboration: Never stifle team members’ desires to work together, carrying ideas from one area of the business into others. Create a workplace where each group or department is allowed to freely convey ideas to other organizational groups. The pay-off in productivity, amazing leaps forward and trained staff retention is incredible.
3. Cultivate Agile Workspaces: Today’s office space is not the traditional cubicle or corner office. An office hoteling software application allows easy utilization of much smaller workspaces and allows each member of an organization to work in the style that is best for them. Technology allows the telecommuting or third place team members to only be physically in-office as needed. Work areas that provide desks or standing work counters allow team members to avoid the strain of sitting at a computer immobile for hours at a time. Staying in close contact does not have to mean being in the same conference room any longer. The office space of today is any area where business can conveniently and productively be conducted.
4. Replace Ownership with Membership: Everyone employee is accountable to their customers and managers but in the past processes were “owned” by an employee, generating office stress and politics as power plays were often used to try to win the ownership role. Instead, remove the territorial nature of office spaces and encourage the concept of being privileged to be a member of a team or teams that create revenue and find ways for the company to save money. It becomes everyone’s process and fosters a sense of belonging and identity in the work environment.
5. Create a Quality Experience for Employees: It is little surprise that employee retention is low in those workspaces that are dull and uninspiring. Create an office space that team members what to enter into and do work. Strive for a vibrant, magnetic space that draws people in during their in-office work time. This engages employees and they will look forward to the connected, exhilarated feeling obtained when they need to hotel an office space for an hour or a day.
6. Stay on the Cutting Edge: Today’s fast paced, constantly changing economy allows those companies built on flexible office spaces with strong company values and loyalty to survive when others around them fall. As work methods, technological capabilities and mobile computing power speed along, use best practices to stay on the cutting edge. Remember that it’s the people who create value in a knowledge based company; an office is just a space that houses technology where people can come perform productive tasks.

These are some of the keys that can turn your office space into a great workplace for your employees, making them happier and more productive at the same time.

Four Generation Workplaces:
Why Different Management Styles are Necessary

For the first time in history, managers are faced with the requirements to effectively manage four different generations in the workplace. The future will likely continue to contain four generations even as those generations move along the timeline of life and business.

What Generations are Working Today?

According to the Age and Sex Composition, the generational breakdown of employees and managers today fall into these categories:

1. Veterans born prior to 1946: This group makes up 2 percent of the workforce at the time of the census data collection and reporting in 2017.
2. Baby Boomers born in the post-World War II years: This group is defined in the reports as those being born between 1946 and 1964 and make up 25  percent of the workforce.
3. Generation X members, aka Gen Xers: are considered to be the segment born between 1965 and 1980 and make up 33 percent of the total workforce today and
4. Millennial or Generation Y is the workforce members born after 1981 through present and total 40 percent of the total.

As time passes and the older generation disappear an additional, a younger generation will come of age so business will find it necessary to remain in touch with the remaining worker generations and develop ways to effectively work with the newer generations. Each generation has its own work style and lifestyle.  Managers need to understand what they need to do to encourage employee productivity. In the future and right now it is critical to learn to deal with the workers currently in the business world. This is crucial to producing profit and growth in any form of business.

Managing The High Maintenance Generation Y (Millennials)

The youngest group of employees in the workplace today is comprised of those born after 1981 and generally considered to be from before 2005s. This group is known as Generation Y or Millennials and they make up 40  percent of the total workforce according to Pew Research Center analysis of U.S. Census Bureau data. The American Society of Training and Development reported that during the next 20 years, 76 million workers will retire while only 46 million workers will enter the workforce to replace them. Most of these 46 million workers will be Millennial generation workers. Just as the three older generations in today’s workforce, Gen Y workers have unique desires and needs that they expect from their manager and the business for which they work.

Generation Y employees will be crucial to business enterprises. They will certainly change the way business is conducted in many ways. But, in currently and in the immediate future these employees offer great challenges to management to ensure these workers integrate with the existing workforce with as little conflict as possible.

Among the positive traits brought to the workforce, one of the major benefits that Millennials bring t the workplace is their high degree of technological skills. These employees were practically born with a computer in front of them and are intrigues by each and every development in the work of Information Technology.

Millennials grew up with digital global communication capability at their fingertips. Information of all kinds is expected to be immediatly available on demand. They understand using virtual teams to solve problems and are extremely team oriented.

Millennials view the business work as a global workplace, viewing the entire world as potential sources of information, clients, and community. Millennials seek fast-track career positions, frequent positive feedback, the latest technology and challenging training opportunities. Their outspokenness brings them to challenge long outdated work policies and conventions, offering businesses to perform a check on the hypocrisies and shortcomings of today’s workplace. Ultimately, Gen Yers may well drive change for the better.

Much has been said and published about the negative points of Millennials. They tend to have a sense of entitlement and are outspoken. This group of workers does not take constructive criticism well and require more direction and feedback from superiors than previous generations. Fortune magazine stated in its May 28, 2007 edition that this group are “the most high-maintenance, yet potentially most high-performing generation in history because its members are entering the workplace with more information, greater technological skill and higher expectations of themselves and others than prior generations.”  Additionally, Time’s July 16, 2007 edition stated that members of Generation Y want the kind of life balance where every minute has meaning; they don’t want to be slaves to their jobs as they feel their Baby Boomer parents were and often still are. Millennials also want employers to be socially responsible causes and allow for volunteer commitments through the use of flex-time or compensation time. Flexibility in work hours is important to this group of workers.

Yes, this generation requires a great deal of management, but it is well worth the effort to recruit them into your business They are smart and have the drive and creative thinking to make a real different in the business world and in a company’s profitability.

It is clear that recruiting Generation Y members and adjusting to their wants and needs will prepare industry for the entry of the next generation, people that are expected to be even more technology oriented. While this generation does not even yet have a “name”, it won’t be long before they begin entering the workforce and seeking employment in your company.

By understanding the four major groups into today’s workforce and providing for each group’s needs, effective employees can find their jobs satisfying and are more likely to remain with your business. Each group brings many positive aspects, all of which can be used effectively to gain greater efficiency and streamline operations to ensure profitability.

Managing the Baby Boomer Generation

Baby Boomers are those born in the post World War II years, from 1946 through 1964. This group makes up 25 percent of the current workforce per the Age and Sex Composition. These workers bring unique work styles into the work environment and require different management styles on the part of superiors. Currently they hold the majority of leadership positions in the workplace.

Like the veterans born before 1946, this group did not group up with technology as part of their childhood. Even during most of their higher education, computers were huge things that read punched cards or difficult to program units that could do less than our phones do today. Baby Boomers are, however, excited by technology and find adapting easier than the older generation. Most Boomers reach out for training to incorporate the newest techniques into their skills.

Baby Boomers value respect for their long service, skills, knowledge and managers will find recognition for Boomer’s wisdom is a key to successful integration of these workers and managers into the profitable organization. Managers of Boomers should honor the history and memories brought into the work environment because past experiences can bring understanding to current situations, providing positive outcomes. When policies are placed in a historical perspective, employees can often understand and accept more easily.

Baby Boomers find recognition extremely important. Whether recognized personally or publically, motivate Boomers through recognizing their accomplishment and clearly expecting superior outcomes from their efforts will help ensure happy Boomers. Embrace their best ideas and implement those into processes and methods.

Boomers tend to have conflict between their desire to compete on an individual basis and their desire to be part of a team. Encourage these workers to focus on the team in the short-term as an effective means to bring personal recognition and success for themselves in the long term.

Boomers also find conflict with the generation born before 1946 because the older generation tends to feel entitlement to perks on the job. Boomers often have the false feeling that those employees have not paid the dues they have to gain their positions. They also tend to find conflict with the younger generations coming into the workplace with high levels of technical expertise and feel they are unfairly competing with this generation that they view as “coddled”. By placing Boomers in mentoring positions, managers can often mitigate these negative feelings and generate feelings of teamwork and workplace “families”.

Managing the Veteran Generation

There are two groups in the workforce today who were born before 1946. Veterans of the Second World War make up about 2% of the employees, including managers, comprising the current workforce. This workforce group, sometimes called the Silent Generation, Greatest Generation, or Paper Agers, requires special management considerations.

The workers in this group were largely not exposed to technology and computers until these methods became a necessary part of the employment. Often they feel that due to their impending retirement they should not be required to move into the computer age. Because the work methods used early in their career were low-tech yet workable, they want to continue to use printed paper trails and other more familiar methods that they are comfortable with. Yet, the work environment has moved into high-tech and these workers are forced to adapt. Technology is the major hurdle for the generation of workers born prior to 1946. This can cause conflict between the Silent Generation and those born into the age where technology was part of their lives from childhood onward.

Paper Agers often feel that any information not presented in hard copy has little meaning. They find it difficult to conform to the paperless workplace. Their strong work ethics and “get it done” attitudes can add strength to teams and tasks assigned to be worked alone. This group of workers has no room for failure and drive toward success. They strive to please superiors in all their efforts and they do fine ways to adjust to technology when presented with training opportunities.

Often, veterans born prior 1946 find themselves in management positions because they are long-term employees and tend to be upwardly mobile in the organization chart. Their structured backgrounds lead them to have strong respect for hierarchy.  They build strong relationships based on loyalty, structure and time. They work well in management positions because they have been long exposed to experiences where information was provided on a “need to know” basis. This makes them able to keep information to themselves where necessary and provide information to the right parties when necessary. Their frugal natures make them capable of adhering to both budget and schedule.

It can be very difficult at times for younger managers to relate to the workers from this era. Frustration arises when the high-tech manager has to deal with their lack of native technical expertise, but they can excel in technical positions when provided necessary training. The younger manager may have grown up with high-tech and resents the cost and time required to train these workers in technology. Yet, the long-term work experience and lessons learned gained from these workers can lead to creative ideas that generate greater profit for the organization. Therefore, younger managers should be trained to value these workers and utilize their skills while providing growth opportunities through technical training.

Final Words

As you can see, there are many factors involved in creating a great workplace. Hopefully we have given you some ideas you can work with to enhance your business.

If you are looking for the right office space to create your great workplace, we’d love to help. It is what we do on a daily basis through out the US and Canada. Give us a try. No cost and no obligation. Let us know what you are looking for and we will get right on it.