1 Introduction
1.1 Change of ‘workplace’ to ‘workspace’
1.2 Workplace transformation projects’ evaluation
What are the preliminaries for an impactful evaluation, an evaluation that effectively supports a learning organization in its work environment transformation projects?
2 Need for and understanding of ‘workspace evaluation’
2.1 Change in knowledge work
-
territorial workplaces can thus mostly not fulfil all requirements, neither of individual knowledge-workers nor of the organization (Petendra 2015);
2.2 Performance-oriented, multidimensional model as base of effective transformation management
How to manage the transformation processes to EVALUATE whether workspaces are then performing?
2.3 Status and requirements for management and evaluation of workspace transformation
2.4 The role of evaluation in workspace transformation projects
3 Performance-oriented workspace change project evaluation concept
3.1 Definition and content of workspace change project evaluation
-
At the project beginning: Identifying the gap between target and actual values and checking the premises for a successful project.
-
During the project realization: Surveying the leading indicators for project success and the impact of adaptations taken.
-
With project conclusion: Determining the project performance and identifying optimization potential for future projects.
3.2 Concept to evaluate workspace change projects
Change Phases: | Unfreeze | Change | Refreeze | |||
---|---|---|---|---|---|---|
Project Phases: | Diagnosis & setup | Awareness & Direction | Action & preparation | Familiarization & support | Aftercare & review | |
Instruments | Participants | Assumption controlling | Process controlling | Results controlling | ||
1. Workspace Analysis | Workspace users (incl. Management) | Occupancy & activities of/on work places | – | – | – | Occupancy & activities of/on work places |
2. Strategy Audit | Top- & Middle Management | Key objectives = actual & target from p‑o office ecology model | – | – | – | Actual values of key objectives & potential gap analysis |
3. Focus groups | Selection/representatives of workspace users (incl. Management) | – | Change context, change content awareness, workspace needs & fears | – | – | – |
4. Activity Analysis | Workspace users (incl. Management) | – | – | Frequencies/timing/place of work activities | – | Frequencies/timing/place of work activities |
5. Full Survey | Workspace users (incl. Management) | – | – | Office ecology, performance, change management | – | Office ecology, performance, change management |
6. Interviews | Workspace users (incl. Management) | – | – | Change context, content, process, indiv. characteristics | Change context, change content, process, indiv. characteristics | – |
7. Pulse Checks | Workspace users (incl. Management) | – | – | – | Workspace, ITK, services, process support, performance | – |
8. Workshops/Sessions | (Enlarged) project team | – | – | – | Identified problems in different areas & suggestions/solutions | – |
9. Final Focus group | Selection/representatives of workspace users (incl. Management) & project team | – | – | – | – | Validation, interpretation & discussion of results & insights |
4 Case study: directbank
4.1 Brief description of the case study
-
increase employer attractiveness;
-
promote creativity;
-
promote the ability to innovate;
-
provide more alternatives for communication and exchange;
-
promote project work;
-
create space for concentrated work;
-
realize more efficient work through appropriate technical equipment;
-
support agile working methods;
-
generally create an environment that allows people to enjoy their work and increases their well-being.
4.2 Evaluation of “Work 2020”
-
Semi-structured primary interviews with selected participants from different functional units, hierarchy levels etc. within the first three days of moving into the new space
-
Weekly pulse checks and pulse check follow-ups (both further explained in the next segment)
-
Online surveys, addressing all affected employees, the first within three months, the second within 12–15 months after the move. Those surveys were supposed to be linked with the pulse checks through anonymous identifiers allowing a longitudinal analysis on individuals’ user journey
-
Final interviews respective focus groups to discuss the insights of the prototype with representatives of all stakeholder groups: employees and affected managers, as well as from the involved departments like HR, IT, etc.