I believe that measurable statistics empower businesses to build better cases for change.
For real estate analytics, the cost of utilization through attendance is more important than the cost per office or the cost per person. Historical usage data is therefore important and valuable to positioning future real estate needs.
Unfortunately, the lines of business do not necessarily see the value of analytics. They say that it doesn’t matter if people come in every day because they’re paying for the office anyway. Well, it does matter, because of the environmental impact. If people they don’t come in every day, then you can reduce the number of desks or switch from desks to a collaborative space when people are there.
We are keen to measure occupancy, how many people are assigned to an office or allocated a desk. I actually prefer to call this “real attendance”: the true attendance figure on any given day against the capacity of that office. If occupancy is 100% but the attendance 50%, the real metric is how many people turn up in the office, not the allocated space. My key driver now is how many people are actually in the office today, what time they come in and leave, how the working day is split up, desk v. meeting rooms v. lounge.
Work patterns have changed—it’s very much a different working day now. Middle management may feel that people need to be at their desks all the time and working long hours to make them productive. Our real estate organization thinks differently. We feel that bursts of intense activity are good—fifty minutes at the desk, then move around the office, move to a different workspace. By the time you return to your desk, you’re ready for another fifty-minute burst of intense, productive work.