FMJ's How-To Guide features article on how to quantify the impact of workplace change.
WE contributes a monthly column to FM Journal. This month Workplace Evolutionary, Kate Lister shows how to quantify the impact of workplace change on productivity, engagement, and turnover and offers tips on how to design spaces that improve all three.
In case you missed it, here is a recap of the recent Design Well pre-conference and conference in San Diego, California that took place January 21-23, 2019.
Here's a recap of some of the topics and recommended resources at this Friends of WE event:
- Check out ASID's WELL Platinum+LEED Platinum space (with metrics)
- Mindful materials offers a one-stop-shop for data on the health and environmental impact of products from leading manufacturers
- Kay Sargent stressed the need for attention to neuro-diversity in workplace design
There are many more in the full recap.
"Depending on the extent to which companies voluntarily adopt the new ISO standards, stakeholders — investors, analysts, customers, and current and prospective employees — would have a new category of data with which to assess organizational value and the prospects for financial and non-financial returns from investments in human capital."
A group of large institutional investors (representing $80 Trillion in assets) have been pushing the SEC to require companies to report on human capital practices. Late last year, ISO released its guidelines; 23 metrics across 9 categories including diversity, ethics, trust, productivity, skills, availability and more.
Some countries are likely to make this reporting mandatory. Interestingly, the article indicates the conversation has shifted from one of providing a measure of corporate value to one of disclosing good (or bad) citizenship.
Workplace strategists might look to this list for examples of good pre/post-project metrics.
"The cost of decoding organizational DNA irresponsibly is high, as are the rewards of getting it right: the difference in growth rates between losing and earning employee trust through the use of workforce data is as much as 12.5 percent, or U.S. $3.1 trillion globally."
An Accenture survey of 1,400 global executives showed while nearly two-thirds of businesses are using new technologies (such as wearables, workplace applications, and online activity monitoring) to gather workforce information, only 30% say they are certain they are using it responsibly.
Other insights from the report include:
- 31% are holding back on investments in technologies due to employee concerns
- 49% say in the absence of legislation, they are charging forward without taking measures toward responsibility
- 70% of employees would give permission to employers to collect data if they were given more control over its use
The article offers a risk/reward analysis by industry and examples of businesses acting responsibly.
Organizations moving away from productivity and revenue KPIs in favor of customer experience; Innovation may suffer
Employees will always be a critical factor in any innovation program – both coming up with new ideas that address real problems and seeing them through to fruition,” says Neil Sholay, Vice president of Innovation, Oracle. “But they need an effective and supporting culture of innovation to be successful.
A new study from Oracle shows companies are not prepared to innovate. Mostly they lack commitment and clear ownership. The result is failure to follow through on more than half of proposed innovations. Perhaps worse, the emphasis on customer experience as KPI, may be at the expense of employee engagement. Only 44% see organization pipeline as key to innovation and only 41% consider the impact of company culture.