As business leaders and HR take stock of the new modes and locations of working that have developed over the last few years, thoughts about their office building and the layout of physical spaces will begin to appear on their agenda. Assessing how physical spaces can constrain or enable the mission and values of the organisation as well as cultural development should be on the mind of HR professionals across the globe given that many workers are beginning to return to the office.
A recent study conducted by professors at the University of Glasgow and the University of St. Andrews examined how the architecture of Holyrood, the Scottish Parliament, was designed with a principle of transparency in mind. The building includes countless glass walls, glazed doors and open spaces under the guise that open and transparent spaces reduce the incidence of bullying and harassment in the workplace. The building also boasts large common spaces that are shared in non-hierarchical ways. This delineation of space ensures that staff and members of parliament are able to approach one another, regardless of their position or rank, opening the doors for greater inclusiveness, transparency and deeper professional relationships.
Yet, at times, HR may require a quiet, secluded space to have ‘difficult conversations’ including job interviews, disciplinary meetings etc. Whilst counterintuitive to the ethos of transparency and openness, having certain closed spaces would not be overly detrimental to cultural developments and would allow employees a respite and a place to focus on their tasks at hand.
Drawing up blueprints
As more companies take a proactive approach to monitoring their culture, some are resorting to landscape architecture to contribute to a positive, friendly environment for their employees. Several large companies in the west, boast impressive outdoor spaces, seating areas as well as dedicated running and fitness areas—all of which contribute to healthier, happier and more engaged employees.
Companies that have more limited space, could consider redesigning blueprints of their office’s interior to bring about cultural change. Open-plan offices naturally cultivate communication and collaboration amongst employees whilst workers who need focus can do so by accessing closed off private spaces. Furthermore, research published in the Journal of Environmental Psychology showed that certain office layouts were significantly associated with the ratings of organisational culture with the findings suggesting that perceptions of an office layout can influence employees’ perceptions of organisational culture.
As workers return begrudgingly to the office, it is important that leaders consider, what tasks and activities workers will be engaged with, what outcomes are to be achieved by having workers in the office and what message the organisation wants to communicate about its culture. A combination of social areas, open workspaces as well as private breakout rooms should be incorporated to cater to different employee needs. Providing employees with this level of flexibility contributes to higher engagement leading to a more positive office atmosphere overall.
Paul Arkwright
Publisher
