2A — December 9 - 22, 2016 — M id A tlantic
Real Estate Journal
www.marejournal.com
MA REJ A dvertising D irectory Applied Bank...................................................... 7A Barry Isett & Associates.............................. IBC-C Bennett Williams Commercial........................... 9C BlueGate Partners.............................................. 1A Brach Eichler.................................................... 13B Bussel Realty Corp............................................. 1B Capstan Tax Strategies.................................... 11A CHA................................................................... 15B CIRC.................................................................. 16A Coastal RE........................................................ 19A Concannon Miller......................................... IBC-C Cooper-Horowitz............................................... 14A CREW NJ.......................................................... 17B CRT NJ. ............................................................ 19A Cushman & Wakefield. .................................... 11B Cushman & Wakefield. ...................................... 7C Deerwood Real Estate Capital........................... 6A Earth Engineering.............................................. 2C Environmental Systems................................... 19A Facility................................................................ 8A Fowler Companies............................................ 19A Gebroe-Hammer Associates............................... 4B H2M .................................................................. 10B HFF Pittsburgh.................................................. 4C Hillcrest Paving & Excavating........................ 19A Hinerfeld.................................................... 19A, 1C Integrated Business Systems. ......................... 12A Investors Real Estate Agency.......................... 19A Kaplin Stewart. .................................................. 3A Kearny Bank....................................................... 9B Keystruct Construction...................................... 6C Kimmerle Group............................................... 14B Kislak Co............................................................. 2B Landmark Commercial Realty. ......................... 8C Marcus & Millichap............................................ 3A Mericle Commercial RE Services. .................BC-C Meridian Capital Group.................................BC-B Morris County EDC.......................................... 12B NAI Summit...................................................... 19A NorthMarq Capital.................................... 17A, 8B PlanSmart NJ................................................... 16B Poskanzer Skott Architects................................ 6B Precision Realty Group. ..................................... 3C Provident Bank...............................................BC-A Real Property Capital......................................... 6A Redwood Realty Advisors................................... 7B Regal Bank........................................................ 10A Ridolfi & Associates.......................................... 18A Rittenhouse Appraisals.................................... 10C SELA Realty Investments.................................. 4A SEBCO Laundry Systems.................................. 2B Subway.............................................................. 19A The Berger Organization. .................................. 5B Thorofare Capital............................................... 9A WCRE.................................................................. 2C Whitesell............................................................. 3A
Mid Atlantic R eal E state J ournal Publisher ............................................................................ Linda Christman Publisher ............................................................................... Joe Christman Associate Publisher ................................................................ Steve Kelley Associate Publisher ..........................................................Barbara Holyoke Associate Publisher ...................................................................Kim Brunet Associate Publisher ............................................................. Lea Christman Senior Editor/Graphic Artist .................................................Karen Vachon Production Assistant/Graphic Artist ...........................................Julie King Office Manager .................................................................... Joanne Gavaza Mid Atlantic R eal E state J ournal — Published Semi-Monthly Periodicals postage paid at Rockland, Massachusetts and additional mailing offices Postmaster send address change to: Mid Atlantic Real Estate Journal, 312 Market St. Rockland, MA 02370 USPS #22-358 | Vol. 28 Issue 23 Subscription rates: $99 - one year, $148 - two years, $4 - single copy REPORT AN ERROR IMMEDIATELY MARE Journal will not be responsible for more than one incorrect insertion Toll-Free: (800) 584-1062 | MA: (781) 871-5298 | Fax: (781) 871-5299 www.marejournal.com The views expressed by contributing columnists are not necessarily representative of the Mid Atlantic Real Estate Journal
Mid Atlantic Real Estate Journal
Maintaining high levels of employee engagement tied to workplace experience P Karen Ellzey Lenny Beaudoin HILADELPHIA, PA — A new paper from CBRE Group, Inc. reveals why real estate is increasingly being viewed as an asset capable of driving business performance. In the second paper in a thought leadership series on workplace performance, CBRE examines the role of the workplace in pro- moting employee engagement, attracting and retaining talent and better serving customers. While cost savings has tradi- tionally risen to the top of the priority list when evaluating real estate, a recent survey of global occupiers conducted by CBRE showed a number of drivers ranking above cost when it comes to workplace strategy. Among them: the attraction and retention of talent; the drive for better col- laboration; increased employee productivity; and improved business agility. With talent at the forefront of workplace decision-making today, companies are increas- ingly focused on creating an environment where that talent can thrive, often measured by employee engagement. But despite the fact that most ex- ecutives rate engagement as a top priority, engagement scores across the globe are relatively low, according to multiple studies. “There are any number of things that actually steal productivity from employees,” said Karen Ellzey , executive managing director, manage- ment consulting, for Global Workplace Solutions at CBRE. “How much time do employees spend commuting? How long does it take them to resolve a technology issue? How quickly can employees find a place to work in a free-address work- place? How readily available are conference rooms? Does the AV work? If we put as much effort into removing known barriers to productivity as we
do trying to measure it, we begin to find real, tangible op- portunities.” CBRE’s paper outlined four key steps that successful com- panies employ when creating a workplace experience that fuels employee engagement: 1. Know your users and what they need to be effec- tive. Fundamental to the idea of creating workplaces that at- tract people is understanding the people themselves. A 2014 CBRE study that looked at more than 5,500 professionals found that “variety, choice, access and transparency—pref- erences typically associated with millennials—are equally important to Generation Xers and Baby Boomers.” This year, CBRE delved into this question further, survey- ing nearly 7,000 of its own staff across the globe to understand life and work preferences. The results reaffirmed the previ- ous finding that generational preferences vary minimally, but also showed that compen- sation, business ethics, HR pol- icy, learning opportunities and organizational culture were the most important workplace variables in driving new job se- lection across all generations. 2. See your office as the center of a network of plac- es where work gets done. As technology increases our ability to work from anywhere, many organizations are em- bracing the idea that the of- fice is just one in a network of places where work can be done effectively. “Even when employees have choices in where they work,” said Lenny Beaudoin , U.S. co-lead, Workplace Practice, CBRE, “they will come to the office more, not less, if you
make the office the most effec- tive place to connect to others and get their work done.” 3. Meet your people’s ba- sic functional needs first. A workplace has to meet your people’s basic functional demands before any higher- order benefits can be achieved. “Great workplaces address a hierarchy of needs for their users, starting with the foun- dational elements we all need to be productive at work,” said Beaudoin. “Elements we think are non-negotiables for the future include: access to a wide variety of spaces that appeal to different work patterns and preferences, seamless tech- nology, support of wellbeing, and the ability to easily find information and access other people.” 4. Design for delight: building on the foundation. Leading organizations rec- ognize that their workplace investment is an opportunity to differentiate—to go beyond the common and expected and use their space as a way to create competitive advantage. By connecting closely to the culture and brand of the organization, the work experi- ence goes beyond meeting the fundamental needs of employ- ees, and begins to facilitate an experience that is unique to the company. “This is more than posted slo- gans or walls painted in corpo- rate colors. Cosmetic features of that nature do no harm, but seldom influence behav- ior,” said Beaudoin. “Rather, by more intrinsically reflect- ing what you value through design, services and policies, you create an environment that becomes a catalyst for the culture you want to encourage at work.” n
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