When it comes to relocation projects, there are often many time constraints, and the focus is on the date when the teams move in, and all efforts are concentrated on making a success of this welcome day.
It must indeed have been a high point for the teams present, the culmination of several months' thought and work. But what remains of this collective effortand enthusiasm after the move?
However, it's over time that a transformation project will bear fruit, so it's important to ensure that it lasts .
Laurens project by Parella
Think story telling right from the start
What do you keep as a strong message of this move?
Certainly not the fact that you had to leave your previous location because the building was dilapidated or your premises were too small for your growth.
While this cause must of course be explained at project initiationthe project, it will be replaced by the ambition you're going to define for your target building:
- the creation of a shared home,
- theexpression of your values,
- the deployment of an employee experience symmetrical to your attentions to your customers...
This ambition will guide the programming of your building and the design of your spaces, and should berelayed by your communication plan.
Tverything doesn't end with the move - on the contrary, it's where it all begins!
Shile project teams generally arrive exhausted at the end of the marathon that a relocation project represents, for the employees, this is where it all begins: appropriating the premises, discovering new ways of working, setting up new rituals ...
To get the ball rolling, we feel it is necessary to bring new players into the game, second-half "finishers of the second half as Fabien Galthié in rugby.
They will be in charge instilling this energy and promoting these new usesby making the spaces and services spaces and services by the design team.
It's to support this implementation that we like to return to our projects after the move-in, to experience feedback which are much more than just an assessment, they are a plan of action for the future.
Time for appropriation
During the course of your project, you may also discover a subject that you don't have the time to deal with, or whose use is not yet complete: for example, setting up a multi-purpose reception area.
Rather than risk setting up a layout that doesn't suit your needs, try out an experiment using salvaged or rented furniture for the test period.
This means you can calmly fine-tune usage with users, and keep up the momentum of progress after on-site installation.
In the same way, you can leave yourself breathing space, in terms of personalization or additional space, as uses are gradually defined as you take over the site.
Experiment with, formalize and disseminate the development charter
In the case of a group with several sites, lhe deployment of new workspaces and and and services innovative on a site is to be considered as an experiment.
This can be an opportunity to publish a charter for space planning, following the example ofArkeawhich presented it to its CSE before rolling it out before deploying it on the various projects in progress, or Sanofi, which wrote a play book of references services to be applied to its various sites.
This contributes to the unity of the Group and the dissemination of the employer brand. Employees who have to travel to different sites will find a familiar working environment.which reinforces the feeling of belonging and collective performance.
Include user experience din the integration process
It is essential to include two moments in thee integration process: firstly, to remind them of the ambition and the reason why we are living together in this building, and secondly to explain to them the how, the services they will be able to find, the good uses of the facilities. explain the how, the services they'll find and how to use the various different areas.
That's a lot of information for a first day, this appropriation must be staggered, as when moving in moving in: add abuddy"to to help the new employee first discover his or her immediate working environment: team territoryteam territory, and and, of course, the restaurant..
To promote good practices, a session on the rules of life could be useful.At Parella, every 6 months we hold a workshop onLa Bonne Bulle© to share uses to newcomers.
Then we'll take the new employee to discover the building's building, for for example a visit to a sports class.
Time for appropriation
During the course of your project, you may also discover a subject that you don't have the time to deal with, or whose use is not yet complete: for example, setting up a multi-purpose reception area.
Rather than risk setting up a layout that doesn't suit your needs, try out an experiment using salvaged or rented furniture for the test period.
This means you can calmly fine-tune usage with users, and keep up the momentum of progress after on-site installation.
In the same way, you can leave yourself breathing space, in terms of personalization or additional space, as uses are gradually defined as you take over the site.
Lhe eye for detail
In a development project, many ideas are put forward by project teams, debated and adjustedes, finally implemented ... but who remembers the care taken to the choice of layout?
Yet it's this detail that I feel is important to emphasize and to remember - or to discover for newcomers and visitors alike.
I found interesting the little explanatory labels that Sanofi has been able to put up in its its Maison: indicating that a particular acoustic has been eco-made from recycled materials, and its contribution to workspace comfort, or that the presence of planted areas promotes the well-being of employeesand that they have have been designeds so that that 65% of employees have a direct view of the vegetation.
The future every day
When we ask workplace managers about the future of the office, they tell us that they are living the future on a daily basis, constantly listening to new user needs and adapting and testing their service offering accordingly.
We can lay the foundations for continuous improvement on 3 principles:
- Sponsoring / Reporting: Setting objectives and using KPIs in line with corporate strategy (space occupancy, employee satisfaction, service use, etc.).
- Transversality: Include all contributors to the user experience (Work Environment, IT, HR, Com) in a monitoring committee, and define management processes to ensure its reliability.
- Community animation: Establish a dialogue with employees and managers, based on regular workshops and surveys, to consolidate areas for improvement and identify new expectations.
key dates or figures
Short explanations + check that the numbers aren't too big/long in the mobile version, in which case > let me know. (e.g. numbers with 5 or more digits).
1977
1980
Good to know
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