Monthly Archives: November 2021

How to create compelling destinations where everyone can contribute

How, when and where people work is evolving rapidly. There is a need for the workplace to merge the benefits of technology with the talents of people. This must be done in a manner that is adaptable, human-centered, and inclusive. Steelcase partnered with G3ict, the Global Initiative for Inclusive Information and Communication Technologies, to conduct quantitative and qualitative research to release a Blueprint for Inclusive Workplaces of the Future.

“We wanted the blueprint to be both a vision of the future and a resource to establish a shared understanding of all the factors that shape workplaces around the world,” says Kim Dabbs, Steelcase vice president of social innovation. “We worked together with G3ict to engage a wide variety of stakeholders so we could offer some recommended actions we hope will lead to more inclusive, safe and compelling workplaces for everyone.”

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Dive deeper into our research, findings and insights around inclusive workplaces of the future.

The project focused on persons with disabilities to provide a focal point for what it means for workplaces to be inclusive, safe and compelling. For this Blueprint, disability is defined as “those who have long-term physical, mental intellectual or sensory impairments which in interaction with various barriers may hinder their full and effective participation in society on an equal basis with others.”[i]

The disability community uniquely represents the intersection of every aspect of diversity with representation across demographics. They include age, disability type, economic situation, educational attainment, ethnicity, gender identity and race.[ii] In addition, research shows persons with disabilities have been hit harder than most during the pandemic. In the U.S., one in five workers with disabilities lost their jobs during the onset of the pandemic. These inequalities are expected to be exacerbated long-term.[iii][iv]

Research included a literature review, a global survey, a series of human-centered design roundtable sessions with a curated group of experts and individual qualitative interviews.

KEY FINDINGS INCLUDE:

Only 49% say their industry has a clear and shared understanding of an inclusive workplace. That is compared to 64% for safe, and 53% for compelling.[v]

The top three elements essential to an inclusive workplace are identified as:

• 61% – Representation and diversity across all functions and levels
• 45% – Accessible products, technology and systems
• 45% – Accessible physical space

Respondents with disabilities ranked both accessible technology and space above representation.

The primary outcomes of an inclusive workplace are identified as:

• 80% – Increased employee satisfaction
• 65% – Increased innovation
• 53% – Increased productivity for individuals and teams

“We knew it was important in this initiative to meld the data with people’s lived experiences,” says James Thurston, G3ict vice president for global strategy and development. “We’re incredibly grateful to our roundtable and interview participants who dedicated so much time, passion and expertise to the project.”

In addition to data, the blueprint uses a concept map to identify opportunities and challenges within the workplace. It also uses stakeholder and ecosystem maps to identify critical groups that impact the workplace, their dependencies and connections. Finally, it offers a detailed analysis of 14 different stakeholder groups along with several recommended actions for each.

Steelcase and G3ict are making the blueprint publicly available. Their goal is advancing the conversation about how to create inclusive, safe and compelling workplaces in organizations around the world.

“Workplaces of the future must be compelling destinations where every team member can contribute, not despite their unique identities – but because of them.”

Kim Dabbs | Steelcase VP Social Innovation

“We know there is a lot more work to be done and we hope this blueprint helps to chart a positive path forward,” says Dabbs.

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How this woman-owned, women-led marketing firm is developing a culture of creativity and flexibility in the workplace.

If you have ever received a business card from Stoltz marketing firm in Boise, you know that their mantra, “We see your potential,” is prominently and ingeniously placed next to a photo of the individual as a child. This imagery will elicit a quick laugh when you see their former, gangly self smiling sheepishly up at you. The card is a perfect example of creativity, humor, and a great message all existing together in the same space. Clients who work with Stoltz will not only find a full-service marketing agency ready to help them with their every marketing need but a team of fun, authentic professionals as well.

So, what is it about a woman-owned, women-led team that sets Stoltz apart? As Tracy Hitchcock, Stoltz’s Director of Business Development, says,

“[As women] we can be true to talking about flexibility. Whether you have an aging parent, are working on
adoption, or have young kids at home, [our employees] have a flexible schedule. So, we truly live and breathe
flexibility.”

Tracy Hitchcock

This flexibility allows Stoltz’s diverse group of men and women to work when and where they can be the most creative and productive.

Leading The Way With EQ

Coupled with flexibility, the women leaders also rely heavily upon a high emotional quotient (EQ) to navigate how they can have open and authentic conversations with their employees. When everyone in the office can be themselves, it comes through in how they creatively solve problems for their clients.

Reinvention Of The Workspace

Recently, a big way the firm has sought to foster its flexible and creative culture is through a reinvention of their office workspaces. Located in the U.S. Bank building, the office has an incredible view of the city and the foothills, but the workspaces were lacking. On top of that, the staff of 13 sent to work from home in early 2020 has grown to 20 members today. So, in preparation for bringing everyone back into the office, the leadership team decided to freshen up the office with new workstations and a flexible, collaborative space. Now the team enjoys
ergonomic chairs, height-adjustable desks, and a great collaborative environment in a once
underutilized space in the office.

Maintaining A Culture

With this refresh, Stoltz is looking forward to another great year. With 49% growth over the last year, the firm is learning to redefine what it means to remain small. No matter what comes, they are dedicated to maintaining a culture of fun and authenticity while always seeing the potential in their clients and bringing that potential to fruition.

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WaFd Bank’s Approach To Change

Washington Federal Bank has 10 regional buildings and 250 branches throughout the western states. At any given time, there can be seven branches undergoing remodels or improvements. Combine that with managing all the staff of each location and recovering from the last year’s unexpected shutdown has made working through change more important than ever. When it comes to managing the staff and remodels, Construction Manager, Dylan Cooper shared that the company has adopted a hybrid model with hoteling stations. “We are going to complete a hoteling model at our corporate headquarters in Seattle. Each employee will be able to reserve their spot for the day rather than having a dedicated workstation.”

While the hoteling model will coax employees back into the office, managing the construction of new branches is complicated. With permits in some areas taking close to a year to acquire, budget changes, and supply chain issues, the company has learned the importance of good communication. “We try to have weekly meetings where we invite all of our vendors, from the GC to the plumbing, so that if there are issues, everybody can hear them directly.” Along with communication, the company is trying to be flexible with timelines, contingencies, and what a bank means to people now compared to a couple years ago. “Stepping into a physical bank branch is going to change so we are going to adapt with those changes to figure out what that looks like for our future.”

“We try to have weekly meetings where we invite all of our vendors, from the GC to the plumbing, so that if there are issues, everybody can hear them directly.”

Dylan Cooper

How Engineered Structures, Inc. (ESI) is Working Through Change

Idaho’s largest general contractor, ESI, has been in business for almost 50 years; during that time, they have learned what it means to be adaptable. With 625 employees working on projects in 15 different states at any given time, ESI has had to juggle varying levels of compliance requirements for years. When COVID arrived, the diversified company turned to its 3D values to weather the storm. The 3D values remind employees to be dedicated, dependable, and dynamic in every situation.

The Importance Of Values

To do this successfully, the company leadership decided to increase communication internally and externally. Internally, the president committed to weekly communication with all ESI employees to keep them out of the “Wonderland” of uncertainty. Externally, employees learned to be intentional about prioritizing and scheduling deliveries. In some cases, they even helped clients choose a product based on lead times rather than price. Through this process, ESI proved that they were dedicated to their projects, dependable amid uncertainty, and dynamic when solving problems.

Early on in COVID, ESI had a task force meeting every morning at seven am to discuss keeping employees safe. With decision-making fatigue setting in, the team chose, in good faith, to empower their people to make wise decisions for themselves. Rather than dictating policies, they created a framework for their employees to work within. That empowerment has continued throughout ESI’s culture, so much so that out-of-state job seekers are calling them for work. They have successfully created a place where employees are challenged to perform at a high level. Additionally, they also have the teams they need to support them. With a relentless pursuit of safety and their 3D values to guide them, ESI will be confidently working through change for years to come.

“Instead of us trying to facilitate every single decision, we created a response plan that would empower our people to make wise decisions within the framework that we set up.”

Dallis Fontenot

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