The following is a guest blog written by Kent Stuart, a Director of Grosvenor Management Consulting. With the core capabilities of CRE and organisational review, Grosvenor offers a distinct combination of best practice organisational design to the unique challenges of a CRE function.
Over the years there has been a lot of change in how organisations manage their Corporate Real Estate (CRE) and how they structure their teams. Despite many significant improvements, we still see a lot of focus on the technical aspects of property including the facilities, design, real estate and project management. And too often, we see little focus on the customers when approaching CRE team structure.
That’s a concern, especially given the increasing demands on CRE to implement workplace strategies that drive workforce productivity, enable collaboration, and improve employee experience. The new demands of the workplace require a CRM-focused model for CRE team structure that addresses relationship management.
Customer Relationship Management or CRM traditionally refers to an approach businesses use to manage a company’s interaction with their customers. CRM tries to analyze data about customers’ history with a company, to improve business relationships with customers, specifically focusing on customer retention, and ultimately to driving strategic growth.
In this article we describe some traditional CRE team structures, along with a new model that can better support client relationship management, which is essential for gaining a seat at the strategic table and implementing the modern workplace.
Is your CRE team facing mounting pressure to create workplaces that better support employees and how they want and need to work? As if the demand to reduce property costs was not enough, CRE organizations are increasingly tasked with meeting additional goals like these:
- Attracting talent in an increasingly competitive climate
- Supporting employee health and wellbeing
- Increasing collaboration, seen as the key to driving the innovation companies need to be successful in the knowledge economy
- Improving knowledge worker productivity, which is essential for improving competitiveness and profitability
Corporations are worried by reports of slowing productivity growth, and rightfully so. That’s why even CRE teams are tasked with doing their part to remediate this growing problem. However, organizations are struggling to figure out how to measure the effectiveness of the work they do to improve knowledge worker productivity in particular.
Would you agree that these are some of the top challenges large corporations face today?
- Attracting skilled knowledge workers
- Declining productivity due to workforce health problems
- The skyrocketing cost of providing healthcare benefits
These challenges are motivating companies to address wellbeing in the workplace with wellness programs and even workplace design.
Recent CBRE research presented at the CoreNet Global Summit revealed that more than half of surveyed companies already provided programs to address workforce health, and 91% expect to increase health and wellness programs in the years to come. Many are turning to active design guidelines to improve health and wellbeing in the workplace.
Active design is a philosophy that was originally developed to improve public health by building city infrastructures to encourage more activity. However, active design is becoming a global movement that is also driving the design of the modern workplace.
People seek out environments (including work situations) that satisfy their basic human needs. That’s a principle behind research conducted by the Interdisciplinary Center for Healthy Workplaces at the University of California, Berkeley. So if your organization is committed to attracting and retaining talent, increasing collaboration and growing productivity, it pays to address employees’ psychological needs (as well as physical ones) in the workplace. That’s why companies are implementing modern office design and workplace strategy to improve overall workforce well-being and employee experience.
In this article, we’ll explain 7 psychological drivers (identified by the Healthy Workplaces Model) that influence workplace behavior, and provide examples of ways these needs can be addressed by modern office design and other workplace strategies.
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