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Make the Right Move: Tips to Consider Before Reconfiguring Your Existing Workplace


If you want to reconfigure your existing workplace, don't be deceived - it can be a daunting task.

As organizations grow and needs evolve, the workplace must change to adapt. The U.S. EPA estimates that Americans spend a majority of their time indoors, in fact almost 90% of it, partly in thanks to the shift of job demands and reliance on technology. Because of this shift in work style, your workplace will more than likely have to undergo a reconfiguration at some point.

So, what exactly does a reconfiguration mean? Quite simply, it's an improved understanding of the way physical space aligns with the people who use it, and then applying those understandings to help shape the work space to maximize collaboration, productivity, and creativity.

Before your organization attempts to undergo a reconfiguration, here are some things you should consider:

- Evaluate how your company currently uses space. What does foot traffic look like? How many work stations do your employees occupy? Do your employees use a kitchen? By understanding how your employees currently use space, it will give you a baseline to work from and improve upon.

Survey your employees. In an ideal world, how would their new work space take shape? Would it be open and collaborative, or do they crave some privacy? Would they like a new cafe or more conference space? Do they want to write on the walls or project information from their iPad to anywhere in the facility? Ask your employees what they would like to see and consider those ideas when it's time to reconfigure. Your own associates are one of your best assets for changing your workplace.

- Ask questions. If you're working with professionals, have a list of questions to ask in advance. Your vendor-partner who is helping you should be able to provide their expert advice on the best strategies for handling a transition. 

These are just a few of the strategies that you can use before you reconfigure your workspace.

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