The Leader Magazine

SEP 2016

Issue link: https://theleader.epubxp.com/i/718980

Contents of this Issue

Navigation

Page 41 of 75

announced May 2016 by the Center for Active Design. 4 Created as a joint initiative led by the General Services Administration (GSA) and General Services Administration (GSA) and the Centers for Disease Control and Prevention (CDC), it is pitched as a 'low-cost, high-impact building certifi cation.' It comprises a simple, self-administered online scorecard and self-administered online scorecard and self-administered online scorecard and facilitates quick and easy benchmarking against facilitates quick and easy benchmarking against facilitates quick and easy benchmarking against facilitates quick and easy benchmarking against facilitates quick and easy benchmarking against evidence-based strategies. There are seven evidence-based strategies. There are seven impact categories, and scoring is weighted towards measures with the strongest evidence base and multifaceted impacts. In 2016, it will base and multifaceted impacts. In 2016, it will be trialled with selected partners, building to a be trialled with selected partners, building to a wider public launch in 2017. wider public launch in 2017. While the benefi ts of greater productivity, While the benefi ts of greater productivity, lower absenteeism, reduced healthcare costs and improved employee sat- isfaction and engagement are generally acknowledged as benefi ts of healthy isfaction and engagement are generally acknowledged as benefi ts of healthy buildings, 5 there is no fi xed equation for the precise degree or guaranteed there is no fi xed equation for the precise degree or guaranteed ROI of each measure. The World Green Building Council suggests a framework that can be better understood at an organisational level by integrating data sets from FM, HR and fi nance via links to specifi c buildings, context and workforce. FM, HR and fi nance via links to specifi c buildings, context and workforce. FM, HR and fi nance via links to specifi c buildings, context and workforce. Pilots and experimentation that leverage new technologies for real-time monitoring, common data platforms and powerful analytics will help monitoring, common data platforms and powerful analytics will help monitoring, common data platforms and powerful analytics will help monitoring, common data platforms and powerful analytics will help companies tailor key priorities for intervention, and build their own specifi c companies tailor key priorities for intervention, and build their own specifi c business cases around delivered value. business cases around delivered value. The disruptive impact of technology in this sphere will continue to grow. The disruptive impact of technology in this sphere will continue to grow. The disruptive impact of technology in this sphere will continue to grow. Product offerings for personal health- and enviro-trackers are diversifying, Product offerings for personal health- and enviro-trackers are diversifying, Product offerings for personal health- and enviro-trackers are diversifying, with the ability to gain low-cost, meaningful insights improving rapidly. For with the ability to gain low-cost, meaningful insights improving rapidly. For with the ability to gain low-cost, meaningful insights improving rapidly. For with the ability to gain low-cost, meaningful insights improving rapidly. For wearables alone, analysts predict large-scale market uptake in the coming years, with estimates that by 2020, more than 75 million wearables will years, with estimates that by 2020, more than 75 million wearables will years, with estimates that by 2020, more than 75 million wearables will years, with estimates that by 2020, more than 75 million wearables will permeate the workplace 6 and that by 2018, 2 million employees will be and that by 2018, 2 million employees will be and that by 2018, 2 million employees will be and that by 2018, 2 million employees will be required to wear health and fitness tracking devices as a condition required to wear health and fitness tracking devices as a condition of employment. 7 What we know is that there will continue to be greater What we know is that there will continue to be greater What we know is that there will continue to be greater information and transparency around the health/built environment link information and transparency around the health/built environment link information and transparency around the health/built environment link information and transparency around the health/built environment link and greater accountability for the lifestyle choices that an employer supports and greater accountability for the lifestyle choices that an employer supports and greater accountability for the lifestyle choices that an employer supports and greater accountability for the lifestyle choices that an employer supports and greater accountability for the lifestyle choices that an employer supports or encourages. For landlords or employers to remain in control and not expose themselves to potential liabilities, it is important that they start understanding and remediating issues before individuals monitor and report publicly. report publicly. There are many examples of organisations implementing well-inten- There are many examples of organisations implementing well-inten- tioned wellbeing measures that are poorly received by affected stakeholders. tioned wellbeing measures that are poorly received by affected stakeholders. tioned wellbeing measures that are poorly received by affected stakeholders. Examples include enforced 'time-out' reminders on company phones, which can disrupt critical workfl ows and elevate feelings of stress and which can disrupt critical workfl ows and elevate feelings of stress and which can disrupt critical workfl ows and elevate feelings of stress and frustration, or competitive exercise challenges that only reach those in least frustration, or competitive exercise challenges that only reach those in least need and serve as a means for the fi ttest to demonstrate just how fi t they need and serve as a means for the fi ttest to demonstrate just how fi t they are. Care should be applied in ensuring opportunities and activities are are. Care should be applied in ensuring opportunities and activities are inclusive and non-discriminatory, instead working to empower and unite inclusive and non-discriminatory, instead working to empower and unite inclusive and non-discriminatory, instead working to empower and unite all individuals towards healthier choices and all individuals towards healthier choices and more fulfi lling lives. The value of consultation more fulfi lling lives. The value of consultation more fulfi lling lives. The value of consultation more fulfi lling lives. The value of consultation more fulfi lling lives. The value of consultation and co-design in the planning and delivery of and co-design in the planning and delivery of and co-design in the planning and delivery of such initiatives is clear. the opportunity Beyond the general clamour for productivity gains, smart organisations need productivity gains, smart organisations need to implement workplaces and cultures that enable their employees to be genuinely and sustainably engaged and support them to per- form at their best. For this, we need actions h that are: • encouraged, not enforced • inclusive, not discriminatory • inclusive, not discriminatory • authentic, not token • holistic, not siloed • holistic, not siloed What we design today will be our future heritage. It must be a sustainable What we design today will be our future heritage. It must be a sustainable What we design today will be our future heritage. It must be a sustainable and resilient resource that can be re-moulded over time. Ultimately, the and resilient resource that can be re-moulded over time. Ultimately, the design and management of buildings should be much less about the hard- ware of work – desks, partitions, technology, electricity – and much more ware of work – desks, partitions, technology, electricity – and much more ware of work – desks, partitions, technology, electricity – and much more about the 'software' of work – the cultural, social and value systems of the about the 'software' of work – the cultural, social and value systems of the about the 'software' of work – the cultural, social and value systems of the organisation. All focus should fall to the core purpose of the workplace: organisation. All focus should fall to the core purpose of the workplace: organisation. All focus should fall to the core purpose of the workplace: organisation. All focus should fall to the core purpose of the workplace: empowering people to do their best work. When space is designed with people and purpose in mind, it can make our lives at work more meaningful. It helps make us more aware of what our lives at work more meaningful. It helps make us more aware of what our lives at work more meaningful. It helps make us more aware of what we are doing and who we are 'being' at work; to more meaningfully connect we are doing and who we are 'being' at work; to more meaningfully connect we are doing and who we are 'being' at work; to more meaningfully connect with others, to share knowledge and ideas, to concentrate and focus, to activate our mind and body, to connect with nature, to recharge our energy activate our mind and body, to connect with nature, to recharge our energy and to inspire ourselves and others to thrive. 42 SEPTEMBER 2016 F E A T U R E A R T I C L E Despina Katsikakis serves as an independent industry adviser, with over 30 years' experience working at board level and guiding organizations on how to use their workplace to affect behaviour and culture, and how to align policies and processes to support innovation and employee engagement. Victoria Lockhart is a senior specialist in health and wellbeing at Arup. She is a LEED AP, BREEAM AP, and wellbeing at Arup. She is a LEED AP, BREEAM AP, and wellbeing at Arup. She is a LEED AP, BREEAM AP, and wellbeing at Arup. She is a LEED AP, BREEAM AP, and wellbeing at Arup. She is a LEED AP, BREEAM AP, and WELL AP who brings expertise in sustainable green WELL AP who brings expertise in sustainable green WELL AP who brings expertise in sustainable green building practices alongside a passion for leveraging technology to enhance wellbeing and human experience. technology to enhance wellbeing and human experience. 1. Huffi ngton A. 2014. Thrive. Penguin Random House. 2. World Green Building Council [WGBC] (2014), Health, Wellbeing & Productivity in Offi ces. http://www.ukgbc.org/content/health-wellbeing-and-productivity-offi ces 2. World Green Building Council [WGBC] (2014), Health, Wellbeing & Productivity in Offi ces. http://www.ukgbc.org/content/health-wellbeing-and-productivity-offi ces 2. World Green Building Council [WGBC] (2014), Health, Wellbeing & Productivity in Offi ces. http://www.ukgbc.org/content/health-wellbeing-and-productivity-offi ces 3. IWBI, June 2016. 4. Center for Active Design. https://centerforactivedesign.org/fi twel 4. Center for Active Design. https://centerforactivedesign.org/fi twel 5. McGraw Hill, 2014. The Drive Toward Healthier buildings: The market drivers and impact of building design and construction on occupant health, wellbeing and productivity 5. McGraw Hill, 2014. The Drive Toward Healthier buildings: The market drivers and impact of building design and construction on occupant health, wellbeing and productivity 6. Tractica, "Wearable Devices for Enterprise and Industrial Markets," 2Q 2015. Quoted in Pricewaterhouse Coopers (2016) The Wearable Life 2.0: Connected Living in a Wearable World. 7. Gartner press release, "Gartner Reveals Top Predictions for IT Organizations and Users for 2016 and Beyond," October 6, 2015. http://www.gartner.com/newsroom/id/3143718. Quoted in Pricewaterhouse Coopers (2016) The Wearable Life 2.0: Connected Living in a Wearable World. lower absenteeism, reduced healthcare costs and improved employee sat- all individuals towards healthier choices and more fulfi lling lives. The value of consultation and co-design in the planning and delivery of such initiatives is clear. the opportunity productivity gains, smart organisations need to implement workplaces and cultures that enable their employees to be genuinely and sustainably engaged and support them to per- form at their best. For this, we need actions that are: • authentic, not token

Articles in this issue

Links on this page

Archives of this issue

view archives of The Leader Magazine - SEP 2016