Workshifting Business Case
Workshifting How-to Kit for Executives
© 2012 Citrix | Confidential – Do Not Distribute
Workshifting Background
and Vision
Evolution of Work and the Office
Pre 1900’s
Early 1900’s
1960’s
1970’s – 1980’s
Workshop
Workshop
Office Landscape
Cube Farm
Driven by master and
apprentice model
Designed for close
supervision of
employees
Space design focused
on workflow
Focused on cost savings,
standardization and
hierarchical space
allocation
1990’s
2010 +
Virtual and Networked
office
Driven by business needs,
demographics and mobile
technology
Why Develop a Workshifting Strategy?
More flexible workplace
Lower employee-related expense costs
Reductions in the cost of real estate
Better able to attract top talent
Better able to retain top talent
Better business continuity
Reductions in attrition costs
0%
10% 20% 30% 40% 50% 60% 70% 80%
Source: The Citrix Workplace of the Future report
Organizations cite employee-related expenses, real estate and attrition costs as key areas of savings
5
• Challenges and opportunities
ᵒ Enable growth and M&A
ᵒ Workforce flexibility, recruitment and efficiency
ᵒ Lower IT and business costs
• The solution
ᵒ Complete enterprise mobility
ᵒ Workshifting – next gen workplace and flex-working
ᵒ BYOD – any device, self-service
• Result
© 2012 Citrix | Confidential – Do Not Distribute
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Real estate down to 6% of revenue
+10 acquisitions and 1,000 new employees in 1 year
Citrix named among “Top 50 Best Places to Work”
~20% IT cost savings and lower support requests
Choice drives productivity – 46% select Macs
<Company Name> Workshifting Vision
Enable people to be productive anywhere, anytime, on any
device to drive strategic and operational advantages for the
business
Flex-work | Next Generation Workplace|
Telework | Sourcing | Agile/Temporary Workforce
<Company Name> Workshifting Goals
1 • Increase employee productivity through mobility
2 • Leverage workshifting as a talent acquisition and retention strategy
3 • Reduce real-estate costs as a percentage of revenue to X%
4 • Speed up M&A and onboarding for new employees
5 • Ensure business continuity
Guiding Principles
Leadership advocacy
Ongoing stakeholder and employee engagement
Strategy must drive productivity, collaboration, innovation and flexibility
Specific goals and metrics for success
Comprehensive communications and change management plan
Robust manager and employee toolkits and training
Continued refinement to policies, workspaces and tools
Findings – Workstyle and
Workplace Requirements
Information Gathering Approach
Workshifting
Stakeholder
Interviews
Obtain input from
business stakeholders
on vision for change,
requirements and
concerns.
Employee Workstyle
& Workplace Survey
Workplace
Observations
Capture employee
workstyle and
workplace
requirements.
Study the existing
workplace environment
to better understand
space usage,
collaboration patterns,
tool use and culture
Business Priorities
Efficiency, simplicity, innovation, fiscal responsibility
• Increase efficiency throughout the company
ᵒ Accommodate dynamic business situation (growth/decline) with simplicity & efficiency
ᵒ Drive significant innovation with fewer resources (headcount, budgets)
ᵒ Achieve flexibility and agility in the real estate portfolio
• Focus on attracting and retaining the “best and brightest”
ᵒ Enhance development and operational excellence to develop talent
ᵒ Look for new ways to attract talent in an unknown environment
ᵒ Prepare for growth, particularly in global markets
• Support and enhance IT Infrastructure
ᵒ Showcase technology
ᵒ Improve data center infrastructure
ᵒ Use BYOD self-service model as an enabler of workplace strategies
User Requirements
Describe the employee input given on the current and desired state of:
• Working patterns
• Use of space
• Collaboration needs
• Technology usage
• Workplace preferences
Challenges and Concerns
Cultural, Management, Customization, Change Management
• Culture change
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Concerns about remote working when you manage by walking around in the office
Concerns about an unassigned workplace (noise disruptions, privacy, perceived loss of status)
Loss of personalization of workspace; less sense of ownership
Loss of team cohesion and personal interaction
Need the technology, tools and physical resources to support workshifting
• Management challenges
ᵒ Increased burden on managers and loss of manager control
ᵒ Manager skills and ability to drive employees to work and be productive
• Customizability
ᵒ Respect cultural and geographic differences: standardization (80%); local customization (20%)
ᵒ Address needs of different users workstyles
• Change management
ᵒ Requires clear communications, internal PR, need to manage the cultural shift
ᵒ Explain whether flexibility is offered as a choice, negotiated with managers, or mandated
ᵒ Need to think about implementing incrementally/opportunistically to minimize business disruption
Critical Success Factors
The workshifting strategy must…
• Have leadership and employee support
• Be comprehensive, incorporating tools, systems, policies and support from all
functional groups (Real Estate and Facilities, IT, HR) and business units
• Address unique aspects of employee work styles and cultures within different
business units and geographies – “one size does not fit all”
• Be implemented opportunistically, with a 3-5 year roadmap
• Include a clear change management plan that includes transitional support,
promotion and positioning to employees and ongoing communication and
feedback mechanisms
<Insert Company Name>
Proposed Workshifting
Approach
<Company Name> Workshifting approach
1. Create formal flex-work policies that
ᵒ Enhance talent acquisition and retention
ᵒ Create workstyle flexibility and productivity
ᵒ Match workstyle requirements
2. Build a next gen workplace that:
ᵒ Leverages unassigned seating and hoteling
solutions for greater space efficiency
ᵒ Increases productivity, collaboration and
innovation through space design
ᵒ Creates a more engaging and highly
branded workplace
Flex-work Program Approach
• Program basics: describe how the program works
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3 month trial and reviewed on a quarterly basis
Responsibility for all travel costs to and from their ‘place of work’
Employees are expected to maintain performance
Separate work area must be available at home
Must be reachable via telephone or email at all times during working hours
• Flex-work definitions: define all types of “flex-work”
ᵒ Telecommuting, remote working or home-based employees, flex-time working, parttime working, flexible working
• Worker eligibility: explain which employees are eligible to participate
ᵒ Actual presence at place of work is not required to perform the job functions
ᵒ Job does not require daily face-to-face interactions with other team members.
ᵒ Job allows for measurement of work output and performance without employee
present at the office
Next Generation Workplace Approach
• Start with X facility and business units;
opportunistically expand to other
facilities and groups
• Building X plan
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Reduce workstation height
Collaborative workstation clusters
New project areas
Plenty of meeting rooms
Soft seating (couches, lounge furniture)
Creation of café style town square
“Zones” for social and quiet activities
Gaming areas
LCD screens
Media center
Wireless
Workshifting Technology Solution Approach
Desktop and app virtualization
High-def experience over any network
Collaborative work platform
Easy online meetings
Self-service app store
Follow-me data
Secure by design
Workshifting Project Team
Project Members
Responsibilities
Decisions
Steering Committee (CIO, Facilities,
CFO, HR, Business Unit VPs)
• Build & Communicate Vision
• Communicate Objectives
•
•
•
Budget Changes
Timeline Changes
Scope Changes
Stakeholders (Solution Owner, IT
Stakeholders, Business Stakeholder)
• Support Exec Sponsors
• Ensure Subject Matter Expert
Participation
•
•
Business Process Changes
Project Approach
Core (Project Manager(s),
Architecture Lead, Functional Lead,
Implementation Lead, HR Lead)
• Project Management
• Standards and Guidelines
•
•
Resource Changes
Task Assignment
• Status/Communication
• Resource Coordination
•
•
Risk/Issue Management
Change Management
•
None
• Employee Communications & Tools
Experts (Developers & Bus Analysts,
Requirements and Test Architects,
System Admins, Trainers,
Workstream Leads, EA Coordinator,
HR leads)
• Requirements
•
•
•
•
Design
Development/Testing
User Acceptance Testing/Training
EA Resource Coordination
Workshifting Approach: 5 Steps to Success
Understand
Analyze
Strategies Workstyle and
and Best
Workplace
Practices
Needs
Define the
Strategy
Evaluate
Technology
and
Solutions
Implement
the
Approach
Workshifting Project Timeline
2008
APR
Peer Best Practice Analysis
Workstyle & Workplace Research
Strategy Definition
Technology Solution Definition
Initial Implementation
MAY
JUN
JUL
AUG
SEP
Next Generation Workplace Readiness Tenants
• Listen but set clear expectations
• Provide a forum to let concerns be heard
• Decrease anxiety through open/transparent communication
• Present benefits that balance the costs
• Align workplace innovation to [Company] innovation
• Engage people with a diversity of opinions
• Make it fun
Next Generation Workplace
Change Management Focus Areas by Month
MONTH 1
Gather and
Address
Concerns
MONTH 3
Explain the
Details
MONTH 2
Make It
Tangible
MONTH 7
Adjust and
Address
Big Issues
MONTH 5
Build
Anticipation
MONTH 4
Support the
Transition
Process
MONTH 6
Celebrate
and Adjust
MONTH 9
It’s How
We Work
MONTH 8
Work Out
the Kinks
Leading Change – The First 90 Days
Workstream
Communicate
Utilize
Champions
Build
Buy-in
MONTH
Gather and Address Concerns
MONTH
Make It Tangible
MONTH
Explain the Details
• Create a site with living FAQs
• Signage - old vs. new way of thinking
• Centralize concerns (will help determine
stipend, priorities, and policy focus)
• Communicate standard definitions
• Set expectations with contractors
• Hold Lunch and Learn (monthly)
• Announce neighborhood contest
winners
• Hang floor plans
• Announce policy decisions (ratios,
reserving workspaces, etc.)
• Send video/email message from CEO
• Provide instructions for relocations
• Lunch and Learn
•
•
•
•
•
• Schedule regular Champion meetings to
harness what they are hearing and explain
the expectation of their role
• Champions lead neighborhood
requirements definition
• Request that Champions attend group staff
meetings to share information and engage
people in neighborhood definition
• Champions finish neighborhood
requirements.
• Champions attend staff meetings to
answer questions about the policy
decisions.
• Champions help lead the tours of
temporary workspace, as needed
• Continue to meet with project team to
raise risks and issues
• Continue to communicate out to the
teams to which they are aligned
• Select /invite volunteers to assist in key
activities
• Hold neighborhood design meetings
• Hold neighborhood naming contests
• Utilize a committee of volunteers to
help with communication
• Reach out to managers on the
importance of their role (modeling,
positive outlook, ability to influence)
• Help to prep temporary area
• Help hang signage
Explain logistics of temporary moves
Announce stipend
Announce remaining policy decisions
Lunch and Learn
Spotlight the new workplace design
Leading Change – Second 90 Days
Workstream
MONTH
Support the Transition Process
MONTH
Build Anticipation
MONTH
Celebrate & Adjust
Communicate
• Social media spotlight on what
people bought with their stipend to
make new workplace do-able
• Mid-month update on construction
progress
• Visual social media spotlight– use
photos to show progress
• Lunch and Learn
• Publish updates to FAQs
• Countdown signage – daily
• Explain how to use social media to
gather suggestions/ideas for what’s
working and not working once
implemented
• For meetings, provide instruction on
how to make use of the new space
• Post information via social media on
how things work (how to share your
location, reserve meeting room, etc.)
• Lunch and Learn
Day 1: Giveaways at front door
• Post information on social media
channels on how things work (how to
share your location, reserve meeting
room, etc.)
• Publicize the process for making
changes…how suggestions will be
solicited and when you will implement
changes via social media channels
Utilize
Champions
• Champions serve as SMEs for
manager training focused on
building skills to manage a team in
new workplace environment
• Bring updates and positive messages
to teams
• Actively solicit feedback
• Help prioritize biggest issues
• Act as ‘neighborhood host’ to
welcome people to thee
neighborhood and take suggestions
Build Buy-in
• Weekly morale events such as ice
cream socials, lunch, off-site happy
hour, lottery drawings for prizes for
the new workplace
• Weekly morale events such as ice
cream socials, lunch, off-site happy
hour, lottery drawings for prizes for the
new workplace
• Provide a forum for feedback
(anonymous survey, listening
sessions and social media) that
enables people to share how it’s
really going
Leading Change – Last 90 Days
Workstream
MONTH
Adjust & Address Big Issues
MONTH
Work out the Kinks
MONTH
It’s How We Work
• Written update from team lead
• Publish new FAQs
• Make adjustments based on two
months of feedback
• Lunch and Learn
• Survey to measure success against
baseline
• Written update that includes statistics
on utilization
• Publicize to others
Utilize
Champions
• Prioritize recommendations that have
been made for adjustments
• Gather input on lessons learned
• Participate in lessons learned
• Formal Thank-you to Champions
• Role completed
Build Buy-in
• Provide a forum for feedback
(anonymous survey, ‘listening
sessions and social media) that
enables people to share how it’s
really going
• Buy-in achieved
• Buy-in achieved
Communicate
Building for Long-Term Success
Providing the workshifting tools and resources our business requires
• Employee Workshifting FAQ: Documents key Q&A about working from
anywhere and the next generation workplace
• Workspace Usage Guidelines: Documents rules, etiquette and best practices for
all of the unique workspaces in our next generation workplace
• Internal Workshifting Web Site: Provides employees a single, comprehensive
resource for all workshifting needs, including a feedback mechanism
• Workshifting Manager Guidebook: Helps managers understand the benefits
and how to manage, engage and measure teams in a workshifting environment
• Workshifting Employee Guidebook: Helps employees understand how to
maintain effective communication, productivity and success while workshifting
Successful Outcomes
Metrics for Success
1. Real estate metrics: Density, occupancy, utilization, efficiency, agility, square
feet per person
2. Financial metrics: Cost savings, cost avoidance, ROI, payback
3. HR metrics: Talent attraction and retention, employee satisfaction, employee
engagement, team cohesion, connectedness and sense of belonging
4. Business performance metrics: Productivity (individual, team),
collaboration, enhanced innovation capabilities
5. Sustainability: Contribution to environmental efforts, reduced energy costs
6. Comprehensive scorecard: Inclusion of all measures above
Workshifting Outcomes
Employee Benefits
Company Benefits
 Be more productive – in your way
 Better work-life harmony
 Choose work setting
 Workplace reflects work patterns
 Collaborate easily in-person & virtual
 An inspiring work experience
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Improve employee attraction/retention
Seamless global M&A and onboarding
Foundation for business continuity
Flexible workplace solutions
Improved space utilization
Reduced real estate costs
Greater productivity and innovation
Workplace Cost Savings
KPI
Total Real Estate costs
Total Gross Sq. ft.
Seating Capacity
Cost / Seat
Gross Sq. ft. / Seat
Space Utilization
Traditional
Next Gen Workplace
$2,400,000
$1,600,000
60,000
40,000
300
300
$8,000
$5,333
200
133
50%
80%
COST SAVINGS: $800,000 annually