Integrated working environment

Challenges:

Diverse, historically developed office environments and workplace concepts
Local decision authorities regarding space and fit out standards
Office and work environments are not compatible with the challenges of a globally interlinked knowledge society
No adapt reactions on increasing lack of qualified knowledge workers
Differentiated identification with the company internally and externally
Lacking balance between efficiency and effectiveness

Deduction of a workplace-strategy considering the components: “Human-Workplace-Property”
- Human: employee and employer culture, work-life-relationship, brand image
- Workplace: work environments as manufacture for knowledge, space and infrastructure shall support target
- Property: location of property, exterior appearance/image, sustainability
Dissolution of the stress field between the company functions human resources, marketing and finance via CREM
- Implementation of goals of marketing and human resources with side terms of finance
- Compensation of investments in job environment and real estate via benefits for employees (increased satisfaction and work productivity)
Application of a comprehensive toolbox, like e.g.:
- Definition of culture and brand target image
- Definition of location and appearance of the property
- Process analysis resp. human and space
- Complement of real estate strategy via global guard rails for work environment
- Analysis of effectivity and efficiency regarding the stress field human resources, marketing and finance

Convergence between company’s status and target culture via top-down wording of guide rails
Rational and objective real estate decisions
Creation of an ideal work environment for employees as per requirements and tasks
Ensuring of compliance with legal minimum requirements regarding workplace
Lower real estate costs
Low employee fluctuation
Increased quality of space provision
Improved employees’ satisfaction
Boosting of employer branding

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