What Does Your Workplace Say About Your Company?
By Laura Woodard
Google Corporate Engineering Program Manager
They say a home tells you everything you need to know about a person. The same can—or, perhaps, should—be said of a company and its workplace.
As part of the interview process, many job seekers place a premium on company culture. We typically associate culture with less tangible elements: how people behave and their interactions with one another, a person or company’s mission and goals, etc. However, someone’s first impression of your business develops around structural design. In other words, your workplace influences opinions of your business.
First Impressions Count
By structural design, we mean tangible items that influence how people behave and communicate with one another, which also supports how missions come to fruition, and how individuals meet those goals. For example, respectful and friendly office communication cannot happen in a noisy, open office with zero space for quiet work and collaboration cannot happen without a system to locate and communicate with one’s colleagues. Similarly, if a law firm prides itself on discretion and service tailored to each client’s needs, spreading out teams among different sections or offices, or failing to reserve private conference rooms for client meetings, reflects poorly on this mission.
Company culture is where the physical workplace meets human goals and behavior (also read why workplace culture is important for success). Should you include in your job posts “private, reservation-only conference rooms” or “real-time employee location tracking”? It’s not nearly as compelling as saying “flexible workspace accommodations” and “collaborative work environment supported by technology tailored to your needs”.
Give Your Company Culture a Reality Check
The tools supporting the culture are what allow companies to retain employees—and you have to be prepared to back up claims made in job descriptions. While employees may be encouraged by the language used in an ad, we live in the age of reviews. Job seekers may contact a company’s current or former employees to hear their personal experience and whether working there is as good as a job post makes it seem. The current workforce, especially Millennials and Gen Z, isn’t swayed by language alone. They need real-life accounts to inform their decisions.
Across generations, employees hold feedback and appreciation in the highest regard; therefore, implementing tools that encourage regular comments and acknowledgement is necessary. Some companies rely on gamification, which combines feedback and rewards by ranking employees or teams based on achievement of their goals, all while encouraging productivity. However, leaderboards—like an open office or remote-work—don’t work with every industry. A software company, for instance, may see gamification in the workplace as the most useful way to keep sales teams motivated and engaged. However, an architecture firm likely wouldn’t reap the same benefits.
Who Knows How Well Your Office Works Better Than Your Team?
It’s not just enough, or even appropriate, to make your office look good and enforce what you perceive as the company’s culture or employee needs. You need to assess whether particular design or technology elements touted by other successful businesses work for yours and, when possible, ask your teams to weigh in.
A study from the Workforce Institute @ Kronos shows that employees believe they are what defines workplace culture, or—at least part of it. Utilizing the same processes for benchmarking company goals and achievements, you can get feedback on how well your workplace connects to the desired culture and what, if anything, can be done to improve it. You might find your goal of a laid-back and hip office is actually hindered by noise, an inability to locate colleagues, and aggressive art and color choices.
You can’t assess company culture or how your workplace contributes to it without feedback. One starting point, as Ivana Taylor, a DIY marketing expert, suggests, is to list your company’s values. Define them, and then ask your team to define them as well. How do executives rank these values vs. entry-level employees? This exercise illuminates how the boots on the ground, so to speak, view the company as opposed to what executives think they see.
Small, structural elements can create drastic shifts in culture for the better. Using sensors to detect when printer ink is low may reduce stress for an employee who needs to print hundreds of documents in one sitting. Introducing elements from nature with biophilic design in quiet spaces and human resource offices can calm employees, allowing them to focus or feel at ease in an otherwise stressful situation. Adding shades to glass-walled conference rooms offers another layer of privacy while raising them ensures the company’s democratic, collaborative values are on display (literally or not).
A Little is A Lot—Make Changes That Count
Employee perks, such as flexible work hours, should be supported by the workplace. Say your business doesn’t enforce a strict 9 a.m.-to-5 p.m. schedule, but lights go off and cleaning crews show up at 6 p.m. Such timing discourages workers from arriving and staying later or breaking their day into blocks to balance work and life needs. Similarly, if employees are encouraged to work remotely and the office, as a result, doesn’t have a desk for everyone, you may not realize that remote-work is only being utilized because of the lack of desks. Employees may actually prefer to be in the office; implementing a hot-desking policy allows managers to see how many people want to work in the office vs. how many actually are.
Every aspect of the workplace serves a purpose, down to the flooring in the office. And it all affects how your company’s culture is shaped and perceived. Does your physical office align with the values or your organization? Or does it subtly contradict those values? Understanding how your physical space dictates the tone of your business is critical to supporting—and retaining—a productive, happy workforce.
About Laura Woodard
Laura Woodard is Corporate Engineering Program Manager for Google in New York. She currently leads strategy and operations for software engineering teams building technology for Google’s Legal team. Ms. Woodard has more than 18 years’ experience in change management, scaling operations and organizations for high growth. Her past roles at Google include global real estate lead for Google’s merger, acquisition, and divestiture activity, Regional Facilities Manager, East Coast, and Facilities Manager, New York.
Ms. Woodard is a real estate and workplace services (REWS) consultant for SpaceIQ, a Mountain View, Calif.-based company that’s leading the digital transformation of the workplace with a cloud-based platform that turns facilities from cost centers into strategic business assets.
Ms. Woodard is a New York University graduate and is a member of IFMA NYC.