The six key areas for a human-centered work environment

What was your first workplace like?

I still clearly remember my very first workplace, almost 20 years ago, in an outdated office building from the 1960s. I was given a spot at an “island” in a large open-plan office on the basement level. There was no natural daylight. My traditional desk had a computer monitor, an inbox tray, and a set of drawers. The open-plan office was a real madhouse, but I was happy. I had a job, a mobile phone, and a new suit. King of the hill!

Today is different!

Knowledge work has shifted from repetitive production to specialized expertise. The work environment must primarily facilitate collaboration and enhance innovation. At the same time, it should offer security and comfort and serve as a creative breeding ground. It should be attractive, inspiring, and help in the search for hard-to-find talent.

My experiences over the past years have taught me that there are six success factors that can help a facility manager create an efficient, human-centered work environment.

1. Consider your work environment a strategic lever

The work environment should support your organization’s core processes. A tailored environment boosts performance and reinforces organizational culture. Always start with a clear vision when setting up a workplace project. Work with leadership to define a coherent picture of what you want to achieve and who you want to be as an organization, giving direction to the process.

2. Strategic participation: no! Tactical participation: yes!

Participation is important—let people contribute their ideas, but keep the ultimate goal in mind. Open the dialogue not about the ‘what’ but about the ‘how.’ Strategic participation (discussing the ‘what’) creates false expectations and resistance. Tactical participation (focusing on the ‘how’) fosters engagement and buy-in. “How will we use meeting spaces? How will we reduce paper clutter?”

3. Measuring is knowing

To develop a suitable workplace concept, a clear understanding of current workplace usage is essential. Only with concrete data can stakeholders be convinced of the added value of a new workplace concept. Use occupancy measurements to determine the need for square meters and workstations. Conduct a profile analysis to identify the needs of teams within the organization.

4. Don’t believe the hype

NWOW, HNW, Agile, Lean, SMART—buzzwords are everywhere. These have become catch-all terms often used to sell us something. Avoid vague and interchangeable trends and choose a concept tailored to your organization. A work model that aligns with your strategy, goals, and processes. A workplace concept that reflects your organization’s values and puts people first.

5. “Change is a process, not an event”

Changing workplace culture takes time and effort. Once a clear vision is established, step-by-step progress can be made toward major change. Every step in the right direction counts, no matter how small.

Good change management is not just talk or a one-time workshop. It’s an integrated process where FM, communication, HR, IT, and business teams collaborate to achieve a shared outcome.

6. Behaviour can change

“People are creatures of habit,” they say. But it is possible to change behaviour. Invest in a change management program with targeted training for users. Desired behaviour can be reinforced by making employees feel comfortable in their work environment. Ensure that managers set the right example—they are key to your project’s success. Make clear agreements with employees and visualize them in the workplace.

In conclusion

The key takeaway: there is no universal, ideal workplace concept. What we can achieve is a thorough analysis, a clear vision, and a well-executed change process. And ultimately, a human-centered work environment.

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Sharing knowledge is in our DNA, so feel free to contact us. We are ready to think with you and offer new insights.

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