Posts in category: News

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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5 Things Employees Need Now

Throughout the pandemic people have changed how they shop, where they live, how they learn, and, for many, how they work. Hybrid work is familiar territory for some, but a seismic shift in how work happens for many organizations. Regardless of how your company defines its policies, this blend of on and off-line interactions means we have to think about the needs of people as they adopt a new way of working, and how the workplace and technology need to change to help them be successful within a hybrid culture.

Hybrid work may be challenging initially, but there’s never been a greater opportunity for organizations to reset their culture.

The flexibility — and the trust it requires — can be a catalyst for new ways of working. It can also redefine how the office can help people thrive. In a recent Steelcase webinar, Prototyping the Future of Work, 59% of nearly 1,000 attendees said the biggest benefit of hybrid work is the ability to attract and retain talent. The biggest threat is cultural erosion (54%).

Building a Culture

Everyone, everywhere struggled with a feeling of isolation while working from home. Combine that with the sense of whiplash many people feel from the ups and downs of Covid caseloads, return-to-office delays and conditions that seem to change daily, people’s wellbeing has suffered.

Organizations that have returned to the office found people need to be reenergized and rebuild their “muscle memory” for being in the workplace. They’ve also found that reshaping their culture is essential to create new norms for how people will work together going forward.

The workplace can become an infrastructure for fostering a resilient hybrid culture. It can be done by providing spaces which not only support increasing collaboration between in-person and remote workers, but also help people feel a sense of belonging and connection to their teams and the organization, regardless of location. Steelcase research shows that feeling part of a strong community actually helps people achieve more. It also boosts productivity, engagement, innovation and retention. Many leading organizations are making changes before team members return to the office. This way, people can see and feel their organization cares and is taking action to meet their needs in a new era of hybrid work.

5 Things People Need For Hybrid Work and Hybrid Culture

Safety

Physical safety continues to be paramount. People need to know their organization is doing everything possible to keep them safe and mitigate the spread of disease. Workers are particularly concerned about air quality. 62% of respondents to a recent McKinsey study said that improved air filtration could decrease the stress they experience from returning on-site.

Psychological safety is increasingly important at a time where work is changing. Employees need to know that it’s okay to speak up, share ideas, ask questions and make mistakes during this shift. This must happen regardless of where they work and without negative ramifications.

Belonging

In a time where people are working from diverse locations, people need their workplace to help create community and “social glue”. That glue builds cooperation and team cohesion. Strong communities have a sense of shared purpose, as well as shared leadership. With high levels of trust and engagement, communities allow people to learn, adapt and demonstrate resilience in the face of changing circumstances.

Productivity

Hybrid work will require new spaces and technology to help people be effective. People need places for 1-on-1 or small group video calls, either enclosed or with greater acoustic privacy at their desk. Groups need places that support both in-office and remote participants equally. Places where everyone can see and be seen, hear and be heard. Spaces should be designed for a better virtual presence with important elements like cameras, acoustics, content and lighting.

Comfort

Physical comfort is critical for hybrid workers, especially if they are spending a lot of time on video. People’s wellbeing has suffered, and they need places and experiences that help them rejuvenate and reset throughout the day. People also need to be comfortable with how work is changing. They need to know how to use new kinds of spaces and new technologies to collaborate with hybrid
teams.

Control

Living through a crisis and changing ways of working, people crave more certainty. They want to be able to have more choice and control over:

• Where they work within the office
• When they work at the office or home
• How they work, alone and with teammates

Although it will look different for everyone, hybrid work is, perhaps, the biggest opportunity organizations have to reinvent their culture. People and leaders need to adjust expectations about how work happens. They must adopt new behaviors and rethink the role of the office going forward. But thinking about a hybrid workplace as a community designed to support the needs of the people as they embrace new ways of working and interacting can be a dramatic and positive change that emerges from the pandemic.

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Lombard/Conrad Creates An Inspiring New Office

One fateful day in 1972, architects Joe Conrad and Ernie Lombard were fired. Why? Because their employer found their logo doodles for the firm they planned to start. Unfortunately for their employer, his actions forced are rebellious partnership between the two that created the successful Boise architecture firm, Lombard/Conrad. Since its beginning, the firm has had three generations. The third being today’s eclectic group of leaders who all bring different approaches, strengths, and passions. It is this diversity that has in large part created the success and sophistication the firm now enjoys.

Diversity In The Office

This diversity also includes the kind of projects Lombard/Conrad designs. The firm focuses primarily on public architecture, interior design, and planning. That includes healthcare, justice, public safety, education, and commercial design. Their impressive portfolio includes justice buildings throughout the Intermountain West region. It also boasts the Boise State Center for Visual Arts. Soon to come, CTE facilities for the College of Eastern Idaho and Idaho State University will join its portfolio.

I think that the care we have for our projects is different. We are careful in choosing the projects that give everyone a reason to work hard. They are public projects that benefit our communities.” Alexis Townsend: Principal & President

Creation Of Lombard/Conrad’s New Office

Recently the firm tackled a project that was meaningful to everyone, the creation of their new office. Their old, three-story building no longer supported the culture of the firm. The physical separation made it extremely difficult to collaborate between studios. So, it was time for a change when their lease was up. However, finding a building proved difficult thanks to their long list of criteria. Not only did they have to locate a building with onsite parking in downtown Boise (two essential criteria), but the structure had to have architectural significance. After a lot of searching, they discovered the perfect building on West Washington Street. To their delight, learned that it was built in 1972, the same year the company was founded.

Leaning Into Their Mission

After their incredible find, the firm’s partners quickly turned their attention to conceptual layout and interior design. With the help of their in-house architects and interior designers, they created a space. It has room for growth and helps motivate and inspire employees to feel like they can achieve whatever they want. Their new office lends itself to their company culture of creating a safe, open, welcoming workspace. It also supports professional development and life away from the office. With this culture in place, it is the goal of Lombard/Conrad to lean further into its mission of enriching and inspiring the human spirit through architecture in public spaces.

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A Discussion With Cushman & Wakefield | Pacific Commercial Realty Advisors

What trends are there in the Retail Market?

“[At Cushman & Wakefield] We have two new grocery projects under construction which have received a lot of attention from tenants. In some cases, project developers are going from a model of selling pads, straight to ground leases due to the demand. We have rarely seen ground leases in our market so this is a strong indicator of market change.”

How is the Boise Office Market unique?

“You hear about every other market where people aren’t coming back or they’re closing their offices, but we are not seeing that here. There have been a lot more big, brand new tenants moving in this year. The majority of those are new growth, and they aren’t pulling from any of the buildings downtown or leaving holes.”

What has changed in the Industrial Market?

“Industrial, like most of the food groups, is seeing significantly more demand than supply. It wasn’t that long ago where a 50,000sf industrial deal was considered huge. Now we are regularly seeing 100-500,000sf users chasing the limited supply and making commitments well before completion of the projects that
are under construction”.

Tell us about supply in the Multifamily & Investment Markets

“Multifamily is at a fever pitch for the last 18-24 months. The word on the street nowadays is if you want a multifamily opportunity in Boise, you have to create one. Our vacancy rates are below 2% and we have about 18% of our total inventory under construction. That would usually mean an oversupply problem but nobody is talking about oversupply. We can’t build them fast enough.”

What Is The Culture Like At Cushman & Wakefield?

“We have a culture of work hard play hard. To maintain that and be productive there has to be really strong commitment to that philosophy and a mutual respect amongst coworkers. We have that! We emphasize teams and collaboration; each agent’s role is important to the overall success of our company. Being Independent Sales Contractors in Commercial Real Estate involves a willingness to take risk, a lot of determination and self discipline.”

“I have been here for six years and I couldn’t ask for a better group of people, whether that’s office, retail, investment, or industrial. My team has phenomenal mentors including the people who run the company and support staff. I just love coming to work. I think a lot of people don’t get to experience that. They kind of dread waking up and having to go to work, but I get to and I really like that.”

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My wife has been putting sprinkles on the bananas so my son will eat them. I know this isn’t probably the best idea of all time, and we definitely don’t win a parenting award, but we are struggling to get him to eat his fruits and vegetables. So we had to be a little creative and add something he likes (everybody loves sprinkles) to something he doesn’t really like to get him to do eat it. 

Well, I guess I did something similar this week. I tried yoga for the first time. I’ve heard it would be good for me as a runner. I’ve heard it would help me relax. So I decided to add goats (everybody loves goats, right?) to yoga and gave it a try. And guess what? I loved it. 

OEC hosted a goat yoga event with five architectural firms. Not only was it a ton of fun, but I think it was good for me. Now the question is do I always need goats to do yoga? Have fun and try something new, even if you have to add sprinkles.         

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In 1998, the three principals of Buffington Mohr McNeal (BMM) opened their doors with a promise to be their client’s advocate. McNeal says, “We help our clients make decisions about anything financial. We are their first call.” BMM gives their clients the gift of time by doing all the detail work to manage their portfolios. It is this mentality that has earned them loyalty from their clients and has grown their business from managing $66 million in 1998 to $800 million today.

Taking It Down To The Shell

When they first rented their space in Boise’s Hoff building, the firm had to look like a bank. So, they bought stuffy cherry wood, deep, dark glass tops, credenzas, and leather couches to look the part. Recently, however, Hendricks bought the Hoff building and is changing things. “What they are doing in our space is a lot more than we would have ever envisioned. They took it down to a shell and took everything out of both our current space and the next suite over. That has given us the opportunity to work with CSHQA, the architects, and the Wright Brothers, the GC.”

Customizing The Space

The change could not have come at a better time. Since 1998, BMM’s staff has gone from four to twelve employees, and they were busting at the seams. Starting with a clean slate and an additional suite, allowed them to customize the space to meet their specific needs. After their interior designer, Megumi Haus, nailed the colors and floor coverings in her first try (all green and black which conveniently resembles both their logo and the color of money), finding the right furniture became the next important task.

According to McNeal, “We were really impressed with Michelle (OEC Workplace Consultant) and Rachael (OEC Designer) and their vision for what we were trying to do. They asked us questions about how we were going to use the space which is really important to us. They also had great technology to help us visualize their ideas.” Some of those needs included a café, which the staff has never had. The new café is complete with a high-top table and barstools etched with the BMM advisor’s alma maters including Michigan State, Georgia Tech, Boise State, and Nevada. “It is going to make that room collegial and a fun place to hang out.”

“We give our clients the gift of time and that theme is going to exist throughout the space.” – Carey McNeal

BMM’s Artistic Flair

Another important addition is a collaborative space with an artistic flair where BMM’s Investment Committee does all its communication and securities trading. It is in a central space between all the modular wall offices, so they decided to design a mural for the wall. The mural is a map of the world with time zones on it. “It is a cool visual for the world we live in. We give our clients the gift of time and that theme is going to exist throughout the space.”

Working With Extra Space

Although he is biased, McNeal’s office is the thing he is most excited about. “I have two locations in my office where I’ll be able to meet with clients. One is a very formal setting at a conference table with a monitor, and then another is a living room setting with a couch and a table that is a whiteboard. I wasn’t planning on that, but it has made a big difference for me. I imagine using those spaces differently now.”

With more beautiful and functional space, the firm is looking forward to going from stodgy bankers to contemporary wealth managers with room for growth. Let’s hope that growth helps them also bring their business over the billion-dollar threshold!

See the full photo album today!

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Founder and President of VERTICAL Construction Todd Weltner did not expect to become an entrepreneur. However, after working in the industry for a few years, he realized that he would rather have his own company than be a “corporate” guy. Since 2002, Todd and his team have been doing commercial remodels, tenant improvements, office interiors, and more recently multi-family projects. Some of his most notable projects include Eberlestock, Fusions, Alavita, Bittercreek, Bardenay(s), Bogus Basin, and the Waterhouse Row townhomes.

“Its a relationship business, and we are building those relationships just like we do people’s dreams.”

Vertical Staying Lean And Mean

Unlike most companies, Todd is determined to stay lean and mean. “It sounds cliche, but we really just want to work with good people. It is a relationship business, and we are building those relationships just like we do people’s dreams. We work for people we trust and who respect what we do and appreciate the advice we bring to the table.” Todd likes to work directly with his clients. This helps them not only accomplish their needs, but also do it within budget.

Working With Repeat Clients

While VERTICAL is not “everybody’s” contractor, they are fortunate to work with many repeat clients. One such client is HUB International, a leading insurance broker in Boise. Fifteen years ago, VERTICAL remodeled the first floor of their building. Today they are reconfiguring the second floor. When finished, the space will have brand new offices, conference rooms, and a break room complete with Steelcase furniture from OEC.

“Who else gets to, literally, have a hand in making a dream a reality the way we do – a dream that will still be standing when we are all gone?”

By getting involved early in a project, VERTICAL can assist with the design of the project alongside the architects, designers, and business owners to help maximize the spaces. An example of this recently happened at HUB. After gutting the second floor, VERTICAL showed the design team that the ceiling could be raised to nine feet instead of eight, greatly enhancing the feel of the offices and open spaces.

Working Through The Unexpected

While there have been many curveballs for VERTICAL, Todd is looking forward to a future where the important things remain the same. “As long as we can bring passion and energy to every project, we are not going to change much. We will continue to work with people we like and offer creative solutions to some interesting dilemmas. Who else gets to, literally, have a hand in making a dream a reality the way we do – a dream that will still be standing when we are gone?”

Like any good friend, VERTICAL goes the extra mile. They not only minimize costs, but also deliver the kind of experience that brings clients back fifteen years later.

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Develop more explicit norms to set hybrid teams up for success.

As more organizations return employees to the office, many are also allowing more flexibility for employees to choose where and how they need to work. When everyone is in the office, many cultural values and social norms can go unspoken. A hybrid workplace requires more clearly communicated shared etiquette and protocols. More explicit norms will increase equity and engagement, and create a sense of inclusion and belonging. Remember to stay agile and revisit these as needs change.

Here are six tips from Steelcase

1. Schedule Transparency

Develop a system for communicating who will be in person and who will be remote. This will impact who comes in (when your colleague is in the office, you’ll likely want to be as well), and it will impact the space and technology needed. Make this available to all so people can plan the best possible collaboration experience.

2. Social Start

Make proper introductions so everyone in the room and on video is familiar (remote participants should have video on whenever possible), and start each meeting with just a few minutes of check in to build social capital.

3. Hear and Be Heard

Know and clearly mark where microphones are in the room and make sure everyone who is remote can hear what’s going on and be heard. Ask people to avoid making noise that will make it harder to hear (loud typing, crunching, side talk).

4. See and Be Seen

Consider assigning an in-person participant to pay attention to what remote attendees see. Does the camera need to move? Can remote attendees see content? Do you need to send a photo for a close-up of markerboard content?

5. Pause with Purpose

Stop regularly and ask remote participants if they have input. Develop engagement protocols based on group size and type of work. Will everyone raise their hand digitally? Who will monitor the chat? How will you ensure remote participants can jump in and engage?

6. Clear Next Steps

One of the worst experiences as a remote participant is missing the wrap up conversation that can happen after a meeting is officially over. Avoid this by ending each collaboration session with clearly stated and visible next steps.

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