Wellness Works WELLBEING Edition 2
WELLNESS WORKS A Global Leader in Commercial Real Estate Newmark Grubb Knight Frank (NGKF) is one of the world’s leading commercial real estate advisory firms. We provide a fully integrated platform of services to prominent multinational corporations and institutional investors across the globe, as well as to occupiers, owners and developers of real estate on a local, regional and national level. THE TEAM Josef Farrar, Executive Managing Director David Kluth, Executive Managing Director Ryan Harding, Senior Managing Director Aliya Coher, Managing Director
Lost Time £15.1 billion
£8.4 billion
Cost of presenteeism
Cost of absenteeism
Bottom Disengaged employees cost line the organization almost twice as much as absent employees. Source: U.K. Centre for Medical Health
Edition 2
How feeling good at work drives business performance When IBM asked CEOs around the world to identify the most important leadership traits needed today, their answer was resounding: collaborative, communicative, creative and flexible. CEOs are seeking “employees with the ability to constantly reinvent themselves. These employees are comfortable with change; they learn as they go, often from others’ experiences,” notes the study. Driving the need for these skills is the complexity of problems that organizations face today, and the demand for innovation that is no longer the turf of elite, top brands. Innovation is critical to drive bottom line results.
A sense of purpose and vitality While working remotely is a viable option for some workers, business leaders understand that it’s important for employees to feel connected to each other and with the purpose of their organization. Coming together in the workplace is what allows them to do that. The key is to create workplaces that are designed to be destinations that people want to be in because it helps them do their best work. Leading organizations can make a significant impact – or hinder – their employees’ wellbeing by focusing attention on the physical environment. With a little effort, people can actually leave work feeling as well, or even better, than when they came in. Fostering creativity and innovation requires a new strategy that might take some business leaders by surprise — a rigorous focus on organizational and employee wellbeing. Articles from Steelcase 360 Magazine, Issue 67. Wellbeing: A Bottom Line Issue
Ongoing research sheds light on what workers need to be creative and productive. Leading organizations can make a significant impact – or hinder – their employees’ wellbeing by focusing attention on the physical environment. With a little effort, people can actually leave work feeling as well, or even better, than when they came in.
Privacy
95% 95% say they need quiet, private spots for confidential conversations.
Focus
95% 95% of workers say having access to quiet, private places for concentrated work is important.
40% 40% say they don’t have them.
Respite
41% 41% workers say they don’t have access to quiet spaces.
91%
51%
91% of people say they need casual spaces to re-energize.
51% have no place to go within their workplace.
30%
37%
Getting the basics right
50% 50% of workers report that they don’t have pleasing views.
40% 40% say they don’t have access to natural light.
Source: Steelcase Workplace Survey of over 37,000 North American workers.
30% say their air quality is bad.
37% workers lose up to 30 minutes a day dealing with physical discomfort
Planning for the dimensions of wellbeing Attaining wellbeing at work is about creating and sustaining a healthy physical and mental state over time in a supportive physical MINDFULNESS and social environment. Create environments No single space can do that support focus and this alone. minimize distractions, providing a diverse range of settings that facilitate 1:1 connections, OPTIMISIM collaboration and Provide spaces that can team focus. be easily modified by individuals and teams to encourage experimentation, spark imagination, creativity, BELONGING and expand possibilities. Provide spaces that encourage personal and professional connections to reinforce the importance of connections and VITALITY organization’s A variety of indoor/outdoor commitment spaces that offer sitting, to employees. standing, perching, lounging, encourage walking to create physical and emotional energy, MEANING stimulate the mind, improve Provide social spaces alertness and to reinforce the importance improve focus. of fun and social interactions and the company’s commitment to encourage these behaviors. AUTHENTICITY Allow individuals/teams to express personalities through space by empowering them to select environments that best suit their preferred work styles.
Most people spend most of their waking hours at work, so what better place to focus on improving health and wellbeing?
POSITIVE SOCIAL
=
+
PHYSICAL ENVIRONMENT
ENGAGEMENT
Feeling good at work How people feel has a significant impact on both their health and their work. In the simplest sense, work is action—doing something. Being disengaged, they found, is a leading indicator for a subsequent diagnosis of depression
The workplace matters As people’s work changes, their needs change. And as needs change, work environments also need to change to remain supportive. The evolution of offices as places primarily for process work to places for creative work has profound implications for wellbeing. Creative work is all about making connections, being open to new ideas, taking risks and experimenting. These behaviors are impossible in a stressed state of mind. For creative work to thrive, the workplace needs to be a supportive and positive environment. For creative work, the workplace matters more than ever, and it needs to do more than ever.
Fostering wellbeing Interconnected workplace
1 PALETTE OF PLACE
An ecosystem of interrelated zones and settings that provide users with a range of spaces that support their various modes of work.
Employees need to have a variety of work settings that they can choose from. Traditionally workplaces have been designed for efficiency, and sometimes take a ‘one-size-fits-all approach. But that doesn’t offer employees the ability to choose the right kind of setting for the work they need to do. When they have choices, employees have a sense of control that helps them feel more empowered, engaged and less stressed. MINDFULNESS Fully Engaged
2 PALETTE OF POSTURE
A range of solutions that encourage people to sit, stand and move while supporting the multiple technologies they use.
THESE PRINCIPLES SET THE GROUND WORK FOR:
OPTIMISM Fostering Creativity and Innovation
BELONGING Connecting to Others
VITALITY Get-up-and-go
3
MEANING PALETTE OF PRESENCE
A range of solutions that encourage people to sit, stand and move while supporting the multiple technologies they use.
A Sense of Purpose
AUTHENTICITY Really Yourself
Newmark Southern California Office currently provides corporate real estate solutions for clients occupying close to 15 million square feet of office and industrial facilities in 410 locations throughout North America, South America, Europe and Asia. We provide seamless beginning-to-end corporate services solutions to our clients, whenever and wherever they are needed. Our desire is to work alongside our clients, adopting their objectives as our own and designing innovative solutions to meet their goals. Newmark Grubb Knight Frank is part of BGC Partners, Inc. (NASDAQ: BGCP), a leading global brokerage company primarily servicing the wholesale financial markets with approximately 220 financial products and offices in over 35 major markets. NGKF, driven by a shared entrepreneurial spirit and commitment to superior client service, is one of the most dynamic and innovative service providers in the industry. All information contained in this publication is derived from sources that are deemed to be reliable. However, Newmark Grubb Knight Frank (NGKF) has not verified any such information, and the same constitutes the statements and representations only of the source thereof, and not of NGKF. Any recipient of this publication should independently verify such information and all other information that may be material to any decision that recipient may make in response to this publication, and should consult with professionals of the recipient’s choice with regard to all aspects of that decision, including its legal, financial, and tax aspects and implications. Any recipient of this publication may not, without the prior written approval of NGKF, distribute, disseminate, publish, transmit, copy, broadcast, upload, download, or in any other way reproduce this publication or any of the information it contains
www.ngkf.com
Lost Time £15.1 billion
£8.4 billion
Cost of presenteeism
Cost of absenteeism
Bottom Disengaged employees cost line the organization almost twice as much as absent employees. Source: U.K. Centre for Medical Health
Edition 2
How feeling good at work drives business performance When IBM asked CEOs around the world to identify the most important leadership traits needed today, their answer was resounding: collaborative, communicative, creative and flexible. CEOs are seeking “employees with the ability to constantly reinvent themselves. These employees are comfortable with change; they learn as they go, often from others’ experiences,” notes the study. Driving the need for these skills is the complexity of problems that organizations face today, and the demand for innovation that is no longer the turf of elite, top brands. Innovation is critical to drive bottom line results.
A sense of purpose and vitality While working remotely is a viable option for some workers, business leaders understand that it’s important for employees to feel connected to each other and with the purpose of their organization. Coming together in the workplace is what allows them to do that. The key is to create workplaces that are designed to be destinations that people want to be in because it helps them do their best work. Leading organizations can make a significant impact – or hinder – their employees’ wellbeing by focusing attention on the physical environment. With a little effort, people can actually leave work feeling as well, or even better, than when they came in. Fostering creativity and innovation requires a new strategy that might take some business leaders by surprise — a rigorous focus on organizational and employee wellbeing. Articles from Steelcase 360 Magazine, Issue 67. Wellbeing: A Bottom Line Issue
Ongoing research sheds light on what workers need to be creative and productive. Leading organizations can make a significant impact – or hinder – their employees’ wellbeing by focusing attention on the physical environment. With a little effort, people can actually leave work feeling as well, or even better, than when they came in.
Privacy
95% 95% say they need quiet, private spots for confidential conversations.
Focus
95% 95% of workers say having access to quiet, private places for concentrated work is important.
40% 40% say they don’t have them.
Respite
41% 41% workers say they don’t have access to quiet spaces.
91%
51%
91% of people say they need casual spaces to re-energize.
51% have no place to go within their workplace.
30%
37%
Getting the basics right
50% 50% of workers report that they don’t have pleasing views.
40% 40% say they don’t have access to natural light.
Source: Steelcase Workplace Survey of over 37,000 North American workers.
30% say their air quality is bad.
37% workers lose up to 30 minutes a day dealing with physical discomfort
Planning for the dimensions of wellbeing Attaining wellbeing at work is about creating and sustaining a healthy physical and mental state over time in a supportive physical MINDFULNESS and social environment. Create environments No single space can do that support focus and this alone. minimize distractions, providing a diverse range of settings that facilitate 1:1 connections, OPTIMISIM collaboration and Provide spaces that can team focus. be easily modified by individuals and teams to encourage experimentation, spark imagination, creativity, BELONGING and expand possibilities. Provide spaces that encourage personal and professional connections to reinforce the importance of connections and VITALITY organization’s A variety of indoor/outdoor commitment spaces that offer sitting, to employees. standing, perching, lounging, encourage walking to create physical and emotional energy, MEANING stimulate the mind, improve Provide social spaces alertness and to reinforce the importance improve focus. of fun and social interactions and the company’s commitment to encourage these behaviors. AUTHENTICITY Allow individuals/teams to express personalities through space by empowering them to select environments that best suit their preferred work styles.
Most people spend most of their waking hours at work, so what better place to focus on improving health and wellbeing?
POSITIVE SOCIAL
=
+
PHYSICAL ENVIRONMENT
ENGAGEMENT
Feeling good at work How people feel has a significant impact on both their health and their work. In the simplest sense, work is action—doing something. Being disengaged, they found, is a leading indicator for a subsequent diagnosis of depression
The workplace matters As people’s work changes, their needs change. And as needs change, work environments also need to change to remain supportive. The evolution of offices as places primarily for process work to places for creative work has profound implications for wellbeing. Creative work is all about making connections, being open to new ideas, taking risks and experimenting. These behaviors are impossible in a stressed state of mind. For creative work to thrive, the workplace needs to be a supportive and positive environment. For creative work, the workplace matters more than ever, and it needs to do more than ever.
Fostering wellbeing Interconnected workplace
1 PALETTE OF PLACE
An ecosystem of interrelated zones and settings that provide users with a range of spaces that support their various modes of work.
Employees need to have a variety of work settings that they can choose from. Traditionally workplaces have been designed for efficiency, and sometimes take a ‘one-size-fits-all approach. But that doesn’t offer employees the ability to choose the right kind of setting for the work they need to do. When they have choices, employees have a sense of control that helps them feel more empowered, engaged and less stressed. MINDFULNESS Fully Engaged
2 PALETTE OF POSTURE
A range of solutions that encourage people to sit, stand and move while supporting the multiple technologies they use.
THESE PRINCIPLES SET THE GROUND WORK FOR:
OPTIMISM Fostering Creativity and Innovation
BELONGING Connecting to Others
VITALITY Get-up-and-go
3
MEANING PALETTE OF PRESENCE
A range of solutions that encourage people to sit, stand and move while supporting the multiple technologies they use.
A Sense of Purpose
AUTHENTICITY Really Yourself
Newmark Southern California Office currently provides corporate real estate solutions for clients occupying close to 15 million square feet of office and industrial facilities in 410 locations throughout North America, South America, Europe and Asia. We provide seamless beginning-to-end corporate services solutions to our clients, whenever and wherever they are needed. Our desire is to work alongside our clients, adopting their objectives as our own and designing innovative solutions to meet their goals. Newmark Grubb Knight Frank is part of BGC Partners, Inc. (NASDAQ: BGCP), a leading global brokerage company primarily servicing the wholesale financial markets with approximately 220 financial products and offices in over 35 major markets. NGKF, driven by a shared entrepreneurial spirit and commitment to superior client service, is one of the most dynamic and innovative service providers in the industry. All information contained in this publication is derived from sources that are deemed to be reliable. However, Newmark Grubb Knight Frank (NGKF) has not verified any such information, and the same constitutes the statements and representations only of the source thereof, and not of NGKF. Any recipient of this publication should independently verify such information and all other information that may be material to any decision that recipient may make in response to this publication, and should consult with professionals of the recipient’s choice with regard to all aspects of that decision, including its legal, financial, and tax aspects and implications. Any recipient of this publication may not, without the prior written approval of NGKF, distribute, disseminate, publish, transmit, copy, broadcast, upload, download, or in any other way reproduce this publication or any of the information it contains
www.ngkf.com
