Slide deck for assist 2016

Assist 2016 Key Themes

1. Benchmarking

2. Preparing for the future

3. Dealing with change

4. Adding value

The Office is DeadSam Sahni

Morgan Lovell

THE ‘OFFICE’ IS DEAD!THE SHOCKING TRUTH ABOUT WORKPLACES

THE ASSIST CONFERENCE

THIS IS A TRUE STORYTHE EVENTS DEPICTED IN THIS PRESENTATION TOOK PLACE IN THE UK.

AT THE REQUEST OF SURVIVORS, SOME CLIENT NAMES MAY HAVE BEEN CHANGED.

OUT OF RESPECT FOR THE DEAD, THE REST HAS BEEN TOLD EXACTLY AS IT

OCCURRED.

THE ASSIST CONFERENCE @SAM_SAHNI

SO, WHO AM I?

We are the UK’s

leading office design,

fit out and workplace

strategy specialists.

And I am are here to

change the way you

think about your

office.


SOME OF OUR CLIENTS


What is the

biggest cost

centre of your

business?

QUESTION


COST CENTRES

PEOPLE AND PROPERTY ARE THE BIGGEST COST CENTRES FOR ANY BUSINESS

PEOPLE FACTORS PROPERTY FACTORS

ATTRACTION

AND

RETENTION

BETTER TEAM

COLLABORATIO

N

MODEL

BEHAVIOURS

AND

PRACTICES

BUSINESS

CHANGES

FASTER THAN

SPACE

PHYSICAL

ENVIRONMENT

EFFICIENCY

DRIVEN


YET, THERE IS A BIG DISCONNECT

££££££££

££

COMMUNICATION

PERFORMANCE

CO-WORKERS

CUSTOMER

CENTRICITY

IMMEDIATE

MANAGER

INFLUENCE

INNOVATION

RATE DRIVEN

BASIC

ONE SIZE FITS ALL

INFLEXIBLE

NON-EXPRESSIVE


COMMON THEMES

LOW UTILIZATION OF DESKS: THE DESK IS CONSIDERED THE ONLY PLACE TO DO INDIVIDUAL WORK

MAJORITY OF SPACE IS JUST DESKS AND MEETING ROOMS: THIS BINARY VIEW OF SPACE PLANNING DOES NOT MEET THE NEEDS OF THE WORKFORCE


CONCENTRATIO

N

IS AN ISSUE! INFORMAL CULTURE

IS IMPORTANT, BUT WE ALSO NEED PRIVACY SOMETIMES,

TO CONCENTRATE AND GET SOME

WORK DONE

COMMON THEMES


Number of employees

Annual employment cost (London average no senior managers or

directors)

18% of time lost to distractions (Morgan

Lovell's survey benchmarking)

Business saving if distractions reduced by

50%

50 £2,076,470 £373,765 £186,882

150 £6,229,411 £1,121,294 £560,647

350 £14,535,292 £2,616,353 £1,308,176

1000 £41,529,408 £7,475,293 £3,737,647

2000 £83,058,816 £14,950,587 £7,475,293

WHERE DOES YOUR ORGANISATION SIT?


>10%observed

meetings had only

one person

Meeting Room and Seat Utilization Detail

%O

bserv

ed

0

10

20

30

40

50

60

Meeting Room

GA0301F (8) GA0701H (6) GA0703H (4) GA1805P (4) GA2005Q (4)

Ground

Meeting room utilization per day

<5% of space allocated

to informal &

unscheduled

collaboration Time/Day

%O

bs

er v

ed

0

10

20

30

40

50

60

27% utilisation

MORE MEETING ROOMS?


SUPPLY DOES NOT MEET COLLABORATION DEMAND

• Open

• Enclosed

• Formal

• Informal

• Scheduled

• Ad-hoc

DEMAND

SUPPLY


C-Suite or IT whizkid

Workplace mobility

Employee

TECHNOLOGY

• Workstreams not aligned

• Mobile technology rolled out top down

• Internal mobility ignored

• Gimmicky & costly technology has made

you risk averse

Residents = 20%

i.e. at desk >80% of time

Internally Mobile = 60% i.e. at

desk 20 – 80% of time

Externally Mobile = 20% i.e. at desk

< 20% of time1.

2.

3.


Have you

experienced

some of these

issues?

QUESTION


‘WORKPLACE’ IS AN EXPERIENCE


Newsflash:

Technology

is evolving

FAST!!


HEALTH & WELLBEING


WEAPONS OF MASS DISTRACTION

The organisation

wants me! Engagement: I want to

bring the whole of me to

work

I want: recognition &

work/life balance

I want: choice in when,

where & how to work

We want:

A unique, casual and

collaborative workspace

Rise of the Individual


ENGAGEMENT AND OWNERSHIP – GOOD TO GREAT

Communication

Feeling connected to

news and information

Co-workers

Places to connect

and celebrate

Customer centricity

Space aligned

with brand

Immediate manager

Inviting and accessible

Influence

Control over

your environment

Innovation

Environments that

support inspiration

But…


1960’s 1980’s 2010’s

…THE PHYSICAL OFFICE HAS NOT EVOLVED MUCH

“Offices and their interiors still speak

more about the past than the future”


GROWING AWARENESS IN A MATURE MARKET


IT IS IMPORTANT FOR WORKPLACES TO BALANCE MEASURES

EFFECTIVENESS EFFICENCY EXPRESSIONEFFECTIVENESS EFFICENCY EXPRESSION


1Cellular

space

workstation

individual

Full non-

territorial

environment

NEW WORKPLACE MODELS ARE EMERGING

Model

Government

DCSF, GSA, BBC,

Enfield Council

Consulting

Accenture, IBM,

E+Y, Delloite,

Blue Rubicon

Technology Microsoft,

Nokia, Cisco, Autodesk,

ThoughtworksFinancial Services

Citigroup, Capital One,

Deutsche Bank, Prudential,

JP Morgan, Barclays

Pharma and Industry

GSK, Pfizer, Unilever,

Lindt, Costa Coffee

Most

workplaces

still sit here!

Activity-Based Working

2Open

plan

3+ communal

support spaces

4Breaking the

link between

workstation and

individual

5Full non-territorial

environment


AUTODESK


Better support our employees

wherever they work

Continue to attract and retain top

talent

Improve collaboration and

productivity

Reduce carbon footprint

More efficient use of our real estate

portfolio

Increase workplace buzz

VISION TO REALITY

JO

UR

NE

Y


PROCESS


Activities/Tasks

Brainstorming Project meetings

Informal discussions Analysing data

Video conferencing

Problem solving 1:1’s

Exchanging ideas Advising team

Talking on

the phoneCo-ordinating

people

Scheduled meetings Reviewing/ reading

Teleconferencing

WHAT DID WE DO DIFFERENTLY?

Settings/Spaces Landscapes/Environment

Workstations

Tea point

Offices

Meeting rooms

Touchdowns

Phone booths

Informal seating

Project spaces

Quiet rooms

Gallery lounge

Cafeteria


POST OCCUPANCY EVALUATION RESULTS

88% Felt the new office

expressed the culture of

Autodesk (up from 35%)

Satisfaction with access

to colleagues (up from

49%)

92%

Over

saved in real estate costs with

9,000 sqft space reduction

£1.7m

+88%Satisfaction with ability to

have a private

conversation (88% vs.

45%)

78% agreed the ability to

concentrate improved

from 44%


Support workstylesSUPPORT WORKSTYLES & CULTURES

VARIETY OF STAKEHOLDER GROUPS: WITH DIFFERENT NEEDS AND ENVIRONMENTAL REQUIREMENTS

VARIATION IN SUB TEAM CULTURES: TEAMS ARE MANAGED VERY DIFFERENTLY


TO PROVIDE THE RIGHT WORKPLACE EXPERIENCE

Individual

Work zoneBuffer zone

Team zonesDynamic zone,

full collaborationTeam zones

Op

en

Te

am

ing

Touchdown

spaces

Emailing

Open workspaces

Emails, phone

calls, exchanging

ideas, training,

reading

Enclosed quiet rooms

Reading, analysing

data, report writing,

private phone calls

Open team tables

Emailing, phone

calls,

Informal breakout areas

casual meetings,

brainstorming,

Semi-enclosed project

space

Discussions, informal

meetings, explaining,

presenting, incident

management,

Advising team, co-

ordinating people,

brainstorming,

Breakout spaces

Informal discussions,

brainstormingEnclosed meeting

rooms

Presenting,

teleconferencing,

video conferencing


HOW TO THINK ABOUT WORKPLACE TRANSFORMATION?

Challenge! And always

connect to broader

organizational initiatives

Important to gain senior

leadership endorsement

and support

Why not create staff

excitement through

engagement? Apply

tools & a

communications

campaign

Creativity is supposed

to make you

uncomfortable!

Experimentation is

powerful approach!

Remember, not

everything good is

expensive

Questions?

What are you good at?Heather White

Smarter Networking

Case Studies: Future proofing your career

Amy Smith, SkyscannerAmy Marsden, Earthport

Friday 26 February 2016

Creating an Assistant’s Handbook

42

Outline

Background

Systematically planning the creation of an assistants

handbook; what should it cover?

Utilising the skills of a wider team; how taking

ownership can help you grow

Working successfully across global locations/time

zones

Outcomes

Takeaway points

What

will be

covered

43

Background

About me: Over 9 years’ experience; from

Postgrad in Law to administrator, and now

EA to CEO of Earthport, Hank Uberoi.

Earthport are an international cross border

payments company headquartered in

London, with offices in New York, Miami,

Dubai and Singapore.

How I became involved:

Led the development of a

handbook at my last Global

Company, which was rolled out.

Small admin/assistant team at

Earthport with different reporting

lines. Need for standardisation &

clarity. Lack of user guides –

volunteered! Add value.

Challenges:

1. Time - lack of hours & time zones

2. Lack of resources – handful of staff

involved in creation

3. Gaining support from other departments

Motivations:

1. Support others – varying experience

levels within team

2. Standardise processes & procedures to

benefit bosses and assistants

3. Clarity on systems - one place for all user

guides

4. Clarity over expectations

?

A B C D

44

Policy &

procedure:User Guides:

Planning the Handbook: what should be covered?

HR issues

Absence/holiday

Health & Safety

T&E policy

AML Reporting

Expenses

“Salesforce”

“People”

“AMEX”

Microsoft

tips/shortcuts

Best Practice:

Minutes & agendas

Business development

support

Travel schedules

Presentations

Relationship management

Other:

Templates

Networking guide

List of associations

Contact lists

Brand Guidelines

Country etiquette guide

Who will use the guide? Audience?

Completion date/time frame?

How will we delegate?

How will we obtain the information?

Who should proof read the document?

Will information differ per location?

Will HR need to sign off?

Will the project content affect our review

process & objective setting?

Can other departments use this information?

Should we disseminate?

Should we share with our Executives?

Who will update the guide? How often?

Key

Questions:

45

Devise project timeline, circulate

Gantt chart

Schedule progress/status calls

Liaise with HR

Final proof & edit the document

Best practice/other sections

Contact list

HR policy

User Guides

Tips/tricks

Co. overview

LDN EA:

Utilising the skills of a wider team: Delegation & Management

Amy’s strengths: leadership,

experience, creativeStrengths: HR

experience, contacts,

free time, methodical

Brand Guidelines

Events/travel

Associations list

Strengths: Marketing,

travel, knowledge

Best practice

Templates

Salesforce

T&E PolicyStrengths: Publishing,

new starter, experience

LDN Admin:

Strengths: Longevity,

knowledge, analytical,

practical

London EA

Project lead (Amy):

NY EA:

Dubai EA:

Use your team’s skills/strengths! Motivating

Development

Focuses on achievement

46

Time zones: Bi-weekly

progress calls at 09:00

EST/14:00 GMT/18:00 GST.

Set aside 1-2 hours a week

for working on the project

Respect local holidays and

plan accordingly

Writing style: all guides

checked and edited to local

spelling/language

convention (US English for

USA, UK English for all

other locations)

Consult main admin

contact in each office for

local etiquette guide

Individual responsibility for

updating Gantt chart with

progress in shared folder

Working across borders

47

Great feedback from

Executive Team

Opportunity to review & improve our methods & practices

Benchmark for standards &

annual reviews

Other departments

utilised user/program

guides

7 Chapter Guide with 123 pages

Better

understanding

of individual

needs &

strengths

New expense &

travel providers

following review

Bosses now

have oversight

of the volume &

type of work we

do!

Leaner working;

fewer questions,

less waste,

better

understanding

Team profile

raised within the

organisation

Outcomes: just some of the positives!

48

Chance to improve skills outside of everyday remit such as; editing, proof reading,

delegation, leadership, management, design, creative writing, decision making,

teamwork, mentoring, Microsoft packages, project management, networking etc.

Better understanding of Earthport, inside & out of a support function. Able

to contribute ideas, offer feedback. Increased understanding of the financial

sector, improved business acumen. Gained knowledge of various

department functions & larger company goals.

Development of gravitas, raised profile,

strengthened relationships; likely to be involved

in higher level projects as a result. Feature in

company newsletter. Attend company events.

Standard setting for & leadership

of Global team – now a manager

with a direct report!

Outcomes: Career Development

49

A joint project to

consolidate

standards &

information will not

only assist new

starters, it will help

your existing team

work in a leaner,

more unified

manner

Sharing a

completed guide

with your

bosses/executives

will provide them

with a solid

overview of the

service you

provide, and can

raise the profile of

the team within

your organisation

Handbooks are an

evolving document

from which you can

drive change –

Earthport now have

a new T&E policy &

expense tool

following our

project

Leading or

contributing to a

Handbook Project

can help refine &

improve your skills,

whilst developing

your career

Takeaway points: What I hope you’ve gained!

Thank you!

@MissAmyMars

[email protected]

Identify

Request

Source Flights

Submit

Source Hotel Proposal

Book Report

Add to Calendar

Create Itinerary

Check In

Approve

4.5 HOURS!

40 40 40 40

160 Trips

x

4.5 hours per trip

=

96 days booking travel a year

Edinburgh • Glasgow • Singapore • Beijing • Miami • Barcelona • Shenzhen • Sofia •

Budapest • London

Thank you

Refreshments

Roundatable: Using social media to empower assistants

The Fascinating science behind human interaction

Jonathan BradshawThe Meetology Group

LunchLunch

Preparing for the future: What are the key qualifications, skills

and objectives?

Virtual reality: Will we all become virtual assistants in

the end?Andrea Osborne,

Cushion the Impact

Panel session: The work / life balance of a successful

assistant

Refreshments

Case Studies: Future proofing your career

Karen Glenn, Britvic Soft Drinks

Claudia Ferreres,EA to Albert Adrià

Case Study Session

Karen Glenn

What will I talk about …..

About me …

The project/event …

What happened next …

Key learning points …

About Me ….

About the Project/Event

What happened next …

Fantastic meeting,

great location,

endless food and

loved the games

Another great

event Karen –

when you are

involved I know its

going to be great

Another brilliant

meeting Karen –

how are you going

to better this one ?

Thoroughly enjoyed

the event Karen, loved

the photo booth, going

to use that idea for a

family party coming up

– can I borrow the

props please?

Award night …14th October 2015

What has happened since ? #The ProudAssistant

Key Learnings ….

1. Don’t be afraid to use you imagination …

2. Negotiate

3. Believe in your abilities – Don’t sit in the shadows

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Contact me …

Email: [email protected]

Linkedin: Karen Glenn

Twitter: @ksmglenn

Creating an effective partnership with your

ExecutiveBonnie Cookson

Andrew PinningtonHailo Cab

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