The hidden dimension of successful office working
In today’s evolving landscape, most professionals in the built environment industry find themselves navigating a hybrid work model, juggling office and remote work seamlessly.
With ample experience of the pros and cons of both, it’s worth pondering why some leaders still harbour reservations about the hybrid approach.
In my coaching role, I frequently engage with business and team leaders, assisting them in establishing the cornerstones for content and high-performing teams. This is a multi-faceted challenge, encompassing both the physical and experiential aspects of the working environment.
Given this scenario, considerable efforts have been invested in luring employees back to the office. From strategically selecting accessible locations and offering desired amenities to leveraging technology for hybrid work support and accommodating flexible schedules, the objective seems clear. Yet, both employers and employees appear to be less than thrilled, with employers grappling with an ongoing challenge in keeping their workforce content.
Besides the emphasis on accessible locations and amenity-rich facilities, employers have also looked into enhancing the physical environment through various initiatives like having green buildings or measuring air quality. These efforts are further supported by cutting-edge tools offered by companies like Demand Logic, which optimises building efficiency, and Airly, which provides real-time air quality monitoring. In tandem, endeavours to enrich the working experience have included a range of products and services aimed at supporting employees’ well-being and preventing burnout. For instance, Ambr, an innovative product designed to prevent burnout and manage workplace stress.
However, how many employers have taken the time to introspect and uncover the hidden factors that continue to dissuade some from returning to the office? The answer, it turns out, is not many.
Real estate professionals have revealed that an individual’s relationship with their team leader and the ‘team dimension’ within which they work, significantly influences their level of engagement. While this isn’t a ground-breaking revelation, what is novel is the newfound freedom in where one chooses to work.
In the era when spending five days in the office was the norm, people often had to endure negative experiences or seek employment elsewhere. Today, employees have the luxury of opting to endure less-than-ideal leadership or feelings of exclusion from a distance if they so wish.
While the physical workspace remains crucial, along with the enhancements that have emerged over the years, it’s paramount for businesses to recognise that an environment filled with individuals who foster a positive culture can make all the difference. Otherwise, remote work will persist, accompanied by concerns of absenteeism and diminished engagement.
Regardless of the physical and experiential attributes of an office, leaders hold the key to creating an appealing workplace by exemplifying the right behaviours. Those who embark on nurturing a conducive behavioural environment understand that these often-underestimated “soft skills” can yield tangible results on the bottom line. Research suggests that the following leader behaviours significantly drive employee engagement within the real estate sector:
- Cultivate a sense of belonging.
- Foster collective engagement.
- Articulate best practices and ensure an equitable workload distribution.
- Provide clarity on team purpose and goals.
- Promote a comprehensive understanding of everyone’s role in advancing that purpose.
So, returning to the topic of those coaching conversations aimed at establishing the foundation for content and high-performing teams: Yes, quality physical real estate is crucial. Yes, creating a positive office environment experience is imperative. However, an introspective examination of behaviours is now essential to unlock the true potential of productivity.
