For Knowledge Workers, Productivity Begins with Workplace Strategy

      For Knowledge Workers, Productivity Begins with Workplace Strategy

Jones Lang LaSalle identifies five principles to maximize workplace
productivity

PR Newswire

CHICAGO, July 17, 2013

CHICAGO, July 17, 2013 /PRNewswire/ --Knowledge workers are often most
productive in workplaces that support collaboration and creativity. Yet,
companies typically have focused on facilities costs rather than real estate's
potential to support employee performance and results. To optimize business
performance, companies should create work environments that support choice,
collaboration and flexibility, says Jones Lang LaSalle's (JLL) workplace team,
by adopting five key principles of workplace strategy for knowledge workers.

"A typical knowledge-oriented organization spends significantly more on its
workers than on its space," says Bernice Boucher, a member of Jones Lang
LaSalle's global workplace strategy board with responsibility for the
Americas. "For these companies, productivity is not about presence—that is,
sitting at a desk—it is about performance. The right workplace strategy can
help increase shareholder value, achieve business goals and create a
high-performance, cohesive corporate culture."

Corporate real estate executives face growing pressure from senior management
to affect the wider business agenda. According to JLL's Global Corporate Real
Estate Trends 2013 survey, 72 percent of corporate real estate executives face
high expectations to deliver clear enhancement in workplace productivity and
65 percent are charged with transforming the quality of the workplace. 

The JLL workplace strategy team has identified five workplace principles that
support increased shareholder value, improved business performance, a cohesive
corporate culture and other corporate objectives:

1. Work is what employees do, not where they sit. The focus of work and
workplace is no longer about square-footage per person, but about revenue per
person.

2. Think membership, not ownership. The traditional one-person-per-desk model
does not best serve knowledge workers. The most productive workplaces create
non-territorial neighborhoods by function. These workplaces provide a wide
range of environments—formal meeting zones, casual brainstorming spots, IT
stations, private spaces—for different kinds of work.

3. Do more with less. The "ownership model" of assigning a seat to every
employee is no longer sustainable, given that 50 percent of desks will be
vacant on an average day in a typical company. In North America and Europe,
for example, job sharing, telecommuting and virtual meetings have
significantly decreased office space usage. Vacancy translates into
underutilized real estate and a less-productive environment. 

4. Provide choices to enhance productivity. Companies must find the right
balance between supporting individual and team productivity. When employees
have greater control over how and where they work, they are empowered to
choose the space that is most productive for the task at hand. With spaces
that support quiet or confidential work, as well as virtual or face-to-face
collaboration, the workplace can drive cross-pollination of ideas, employee
engagement and foster a sense of community. It may sound counter-intuitive,
but employees who are given greater autonomy are often more engaged and loyal
to an organization, even without personal desks. 

5. Flexible workspaces translate into agility. In a fast-moving, ever-changing
economy, the organizations that can adapt to the market and economic forces
succeed—and those that are built on a flexible workspace model have the
advantage because their culture is wired for fluidity. People and technology
are in the right place at the right time, which drives innovation.

"Productivity depends on the ability of a company to get the most out of its
employees in line with the organization's objectives," notes Boucher. "The
right workplace can shape culture, promote collaboration, inspire ideas,
respond to trends, improve performance, build retention and grow the bottom
line."

A leader in the real estate outsourcing field, JLL's workplace strategy team
is a key component of its Corporate Solutions business. By creating
outsourcing partnerships to manage and execute a range of corporate real
estate services, JLL professionals help corporations improve productivity in
the cost, efficiency and performance of their national, regional or global
real estate portfolios. This service delivery capability helps corporations
improve business performance, particularly as companies turn to the
outsourcing of their real estate activity as a way to manage expenses and
enhance profitability.

For more news, videos and research resources on Jones Lang LaSalle, please
visit the firm's global media center Web page
http://www.joneslanglasalle.com/Pages/News.aspx.

About Jones Lang LaSalle

Jones Lang LaSalle (NYSE:JLL) is a professional services and investment
management firm offering specialized real estate services to clients seeking
increased value by owning, occupying and investing in real estate. With annual
revenue of $3.9 billion, Jones Lang LaSalle operates in 70 countries from more
than 1,000 locations worldwide. On behalf of its clients, the firm provides
management and real estate outsourcing services to a property portfolio of 2.6
billion square feet. Its investment management business, LaSalle Investment
Management, has $47.7 billion of real estate assets under management. For
further information, visit www.jll.com.

SOURCE Jones Lang LaSalle

Website: http://www.joneslanglasalle.com
Contact: Margy Sweeney, +1 312 612 0343, Margy.Sweeney@am.jll.com, or Jennifer
Harris, +1 224 619 2190, Jennifer.Harris@am.jll.com