Creating a New Workplace for the New Normal? Make It Work with Process Planning and Change Management

By Robin Weckesser, CEO, a3 Workplace Strategies

Today’s office dynamics in a post-pandemic world have brought new challenges at all levels in the organization. In this environment of disruptive change, the impacts of the new normal will likely linger for years to come! Change management isn’t new, but managing these challenges is.

Recruitment and retention have taken on new meanings as companies continue to consider pre-pandemic best practices that include alternative workplace solutions, technological advancements, remote work opportunities, workplace amenities, and perhaps most important, support and growth of the culture. At the same time, health and safety protocols have become Job One.

Prior to the pandemic, open offices were the prevailing choice among companies for many reasons, including increased density, a reduced footprint with corresponding cost savings, and the belief that openness promotes collaboration and productivity. Today, with office distancing concerns and many employees still working from home, hybrid environments are more of the norm, and the need to integrate virtual workers is still critical.

No one knows exactly what the new normal will look like, but one thing is clear: we’re not going back to the pre-pandemic workplace. Process planning and change management, once considered an adjunct or isolated undertaking, is now a necessity. If the process is thoughtful, the end result will be successful. Without change management, the risk of damaging company morale and undermining performance is high, and this can harm the bottom line. In fact, it can make or break an enterprise.

While change management takes on many forms, it includes a strategic approach, a methodology to optimize resources and engage staff, and digital transformation.

Rethink the Workplace

Employers, always vexed about change, are particularly anxious today as they evaluate options for the new normal workplace. Strategic discussions about the role of the workplace, existing lease commitments, location, size, layout, and amenities are all on the table for re-examination. At the same time, employees still immersed in COVID-related matters need assurances they can be vital, whether in the office or at home.

Addressing these challenges, it is wise to review the latest counsel from workplace experts. A quick summary of two recent articles follows:

• According to Forbes, to provide context for individual projects, several change management models may be useful: Lewin’s Change Management model, the McKinsey 7-S model, Kotter’s theory, and ADKAR. The article accents the need to be flexible and agile. It also speaks to the need for transparency and inclusivity, particularly in these times of turbulence and polarization.
• Another article references the book Switch, which postulates that the willpower to deal with change is like a muscle that can become fatigued and exhausted; this accentuates the need to support management and staff as they strive to navigate change. The article also explores the obstacles to change along with the opportunities to innovate.

Engage Staff

At a3 Workplace Strategies, our experience is that process development and change management begins with strategic conversations at the highest levels, before design thinking about the new workplace can begin. A natural follow-up to these discussions is the development of workplace solutions that factor in how space can best accommodate the new role and function of the workplace.  Staff engagement is critical in this process. Not only does it provide perspective, but it shows employees that you have considered their opinions and task-related needs from the start.

At its core, managing this process is about involving employees in decision-making and solutions. By giving them a voice, they will feel included and more receptive to change. This will also help ensure the end result reflects their input, as the line between work and home becomes more blurred.

Regardless of the size of the project, communication throughout the process will build trust and give employees time to digest and provide constructive feedback. In contrast, asking employees to adopt changes they had no involvement in will likely cause friction.

The way changes are implemented will have a lasting effect on how employees feel about the company, with potentially adverse effects on your corporate culture and brand. Thoughtful management will show employees they are valued, and their voices are heard—this will boost morale, increase productivity, strengthen the culture, and improve the bottom line.

Customize, Customize, Customize

There is no one-size-fits-all in re-thinking a post-pandemic workplace. Appropriate management of the process will yield options that can further engage employees in decision-making. Traditional methods include sending email and Zoom updates, forming a core project team, interviewing and focus groups of key employees and stakeholders, and creating design mockups. Alternative tech-centric methods include podcasts, video updates, and an Intranet where employees can view plans and provide feedback.

When preparing to embark on this process, consider:

• What is the company culture? If there is already a foundation of trust between employees and management, staff will feel more comfortable communicating concerns and be more receptive to change. If there is a divide, employees may see the proposed changes as a top-down decision, causing resistance. In cases of extreme pushback, more drastic forms of engagement like an employee summit may be necessary.

• What are the demographics of your employee base? Most companies have a mix of Gen Z, Millennials, Gen X, and Baby Boomers. With diverse experiences and tech know-how, each generation will likely have different concerns, and this should be reflected in your proposed solutions.

• Tied to the above, how tech-savvy are your employees? The tools you use should reflect the forms of communication your employees are comfortable with. For a responsive, comprehensive plan, a mix of traditional and more modern methods is suggested.

• What is your budget? Be sure to incorporate direct expenses like equipment and indirect expenses such as time your employees may need for interviews or meetings.

Considering these points will help ensure your change management plan is customized for your company’s culture and budget.

Anticipate and Manage Pushback

Even in post-pandemic times when protocols like physical distancing still resonate, the open office offers benefits. Yet some employees, especially senior managers, still feel uneasy about switching from private offices to collaborative space. While lack of privacy is a part of their apprehension, they may also fear that giving up their office means compromising their status. In addition, managing remote work teams creates challenges most managers have not been trained to handle.

As workplace design becomes less hierarchy-driven, it is important to assure people their role within the company will be recognized.  Additionally, many don’t realize that open offices are often a hybrid of shared and private space that meets a wide range of needs. So, be prepared for initial pushback. But with proper communication, education, and patience, you can change employees’ perspectives.

Numerous companies experience similar pushback during office transformation, and each has to factor in budget and cultural considerations to engage employees. From workplace design retreats with key staff to company-wide lunch meetings, effective ways to shift attitudes include visual and hands-on approaches:

• Plan workshops to help staff look at how they work today and how they could work in alternative settings. Employees might be asked to visualize and create their perfect office. Working in teams or alone, this will encourage employees to think differently about their function and will provide critical feedback.

• Take employees on a tour of alternative office environments within the company or with a different company. Give them time to chat with employees who can help ease their fears and address their concerns about privacy and distractions.

• Present proposed changes to employees through digital models, blueprints, or PowerPoint presentations. Then, candidly review the designs and address needs and concerns. Ask them what they would change and why, if they think anything is missing or unclear.

Transform Your Workplace

As technology and workplace demographics continue to evolve, the office will continue its transformation to accelerate product development; attract and retain talent; support culture, brand, and performance; and also address real estate costs.   No longer tethered to our desks by a wire, we will become an even more mobile workforce with employees enjoying more of a “live-work-play” lifestyle.

So, welcome to the future, where project management and change management are no longer separate entities. They must work in synch from start-to-finish to ensure successful projection execution.  While some companies have a project management discipline in-house, companies typically outsource this function to specialists. To optimize your success in today’s high-stakes environment, plan ahead and consider an experienced project management firm that provides change management as a part of its services.

To be sure, the office will never be the same, and the new normal will continue to evolve. Are you prepared? No matter your industry or location, with patience, due diligence, and a customized change management program, you can make the workplace of the future work for you today and tomorrow.

Robin Weckesser is the CEO of a3 Workplace Strategies, a workplace consulting group based in San Jose and serving companies throughout the United States and worldwide.  The firm provides a full range of project management and facilities management services, including strategic planning; change management; site selection; design, construction, and relocation oversight; space programming; and open office/collaborative environments. For more information email Robin at rweckesser@a3workplace.com.