The future of workplace: Building for businesses and people

It is tempting to believe that all of the changes we are now witnessing in the workplace are solely the result of the pandemic, but this evolution was already underway when COVID struck. The pandemic accelerated that evolution out of necessity and the transition has achieved a remarkable degree of consensus that this is a positive improvement in how we live and work. The horizon is becoming clearer as we move further away from the pandemic, but the path to it remains hazy.

To comprehend the future of work and how to build for businesses while also supporting new ways of working, we must first fully understand the two major shifts in the workplace sector: namely how we work and where we work.

The million-dollar question

While patterns and attitudes have evolved, the central question remains: how do we commercially balance workspace of the right size and type, with the right amenities, in the right location?

Demand

Not long ago, there was a clear and consistent demand for workspace, this was accompanied by the economics of low interest rates and steady inflation. Demand is much more complex today, and it exists in a much more dynamic and volatile economic environment. The effects of the pandemic are still being felt, but the benefits of the changes in agile working patterns are clear to most.

UKREiiF is the perfect example of this, bringing people from all areas of the built environment together in a melting pot that fosters serendipity and collaboration, both of which were severely lacking during the lockdowns.

Demographic

Individuals will have varying expectations dependant on the work they do and the interaction they need with their colleagues. The workplace must be adaptable and flexible to accommodate different usage patterns, especially for businesses with a diverse range of roles, such as Pick Everard.

Design

The design of the workplace, as the most visible piece of the puzzle, brings everything else together in a space, or maybe more accurately a place, that reflects the specific demands of individual organisations. Many designs created even a few years ago may now be surplus to requirements or entirely obsolete post-pandemic.

Understanding our clients’ requirements at a fundamental level enables us to engage with them to transform and maximise their assets in a way that reflects what the workplace is like now and what is required to foster both company culture and productivity.

Moving from space to place – a flight to quality

This shift reflects people's needs and desires, and we live in a time when change has never been so rapid. People are no longer satisfied with a basic office environment, preferring high-quality amenities that draw them back into the workplace making it a shared, collaborative environment.

During the talk, panellist Elliott Sparsis, head of UK at Convene, touched on the duplicated amenities that can be found throughout many commercial buildings, exploring the possibilities if we approach the operation and ambience of an office building in the same way as a hotel.

In a single typical office building, for example, there may be multiple catering facilities for different organisations. This rationalisation allows us to create amenities that can support multiple businesses, freeing up a building's duplicated space and providing enhancing shared social spaces. This is an intriguing concept, especially when we also consider that certain environments designed into workplaces previously were never fully utilised and are now exposed as surplus to requirements or entirely redundant post-pandemic.

As with everything else discussed thus far, there is no one-size-fits-all solution. A partnership approach will be critical to getting it right, ensuring that clients, building owners, operators and designers collaborate to identify requirements and patterns and model around them.

A final point to remember when modelling client needs is that some smaller clients will be driven much more by financial considerations, resulting in fewer contractual and physical demands. However, these clients typically want a 'plug and play' space that encapsulates the same future-led workplace and allows them to move in and start working right away.

Culture and wellbeing

Because of the nature of hybrid work, the workplace has become more fragmented, posing the inherent challenge of culture management. As a hub for company culture, the workplace has never been more important for its design to reflect and enhance core values and cultural ethos.

The panel discussed social space, but that we must also consider how we can create great places and facilities that encourage recruitment of top talent and employee retention. It’s about creating the right environment for them. People will naturally want to work in a place that provides social connection, generates social value, and offers all-around support.

Mandatory working patterns, for example, may have a negative impact on employees if they do not allow for the flexibility needed to support complexities in people’s lives, such as parental or care responsibilities. In some cases, these mandates have drawn negative media attention, posing a risk to an organisation’s culture, cohesion and ultimately reputation – something else to consider during this process.

When it comes to mandated working patterns, however, the impact pendulum can swing the other way. For some, not being able to go to the office full-time may be a limitation, particularly for those who do not have an adequate home setup to work effectively, or who simply prefer to be in the office and be with their colleagues from whom they can learn and be mentored.

Last but not least, neurodivergence and disability access must be better designed and integrated into the workplace, ensuring that it is a fully accessible and inclusive space that works for those with more specific needs.

Sustainability drivers show no sign of slowing

Sustainability remains a key driver for investors, but also for tenants, so partnerships must take this into account based on the specific needs. While many organisations have sought official BREEAM, Well, LEED or NAbers certification there is a growing recognition of developing bespoke strategies for integrating these principles into their buildings and estate portfolios.

All of the panellists agreed that there now a much stronger ESG focus on the workplace. Legislation, such as the ability to rent commercial space with lower EPC ratings, is beginning to change. More legislation is on the way, so it remains the best course of action to move forward where possible, motivated not only by doing the right thing, but also by the knowledge that the negative decisions will have unwelcome consequences if not addressed now.

The panellists also discussed the sustainability focus of SMEs, which are increasingly inquiring about shared building emissions to ensure operational carbon is considered alongside embodied carbon. This creates a data challenge because metrics must be examined to forecast and measure while maintaining accountability. For many, this is an area with a steep learning curve, with the evolving practise requiring more standardisation.

By extension, the ESG emphasis brings us into the larger social value topic, on which workplaces have a significant impact. Footfall to town and city centres, for example, influences local spending and, as a result, job opportunities in the region.

When it comes to the moral-based approach many stakeholders are looking for, social value also encapsulates real life impacts. The future workplace must go beyond providing productive space to creating wider positivity, such as improving employee wellbeing. The challenge remains in the metrics, ensuring we measure all social value impacts accurately – a discussion Dr Nicola Thompson has explored in detail here.

The workplace of the future

The workplace must be a place where we can all go and collaborate. It must become a place where we can create something different, something new. As designers, we engage and cultivate progressive partnerships with our clients to determine what type of environment they require to bring colleagues together and support their needs. which also fosters productivity in a commercially viable manner. Simply put, that is the foundation for finding the best workplace for any particular organisation.

If We need to focus on developing the brief together by, listening, challenging and engaging with all stakeholders throughout the process. This is a process that starts with the first conversation and extends well into occupation. Collectively with creativity and professionalism, we can be confident we are building for business and supporting new ways of working.

George Brennan was joined on the panel by:

• Nathalie Hakim, director of investment at Grosvenor
• Alexander Morris, development director at BentallGreenOak
• Elliott Sparsis, head of UK at Convene
• Joanna Turner, head of property research at Canada Life Asset Management
• Paul Casey, global real estate director EMEA at IBM