Aug. 22, 2013
/PRNewswire/ -- The right workplace strategy can boost productivity and lead to better business results—and yet, there is no single commonly-accepted set of metrics that measure this return on investment.
Jones Lang LaSalle's (JLL) workplace strategy experts
have created a measurement approach based on four potential achievements that offers a path to what some have called the workplace strategy "holy grail": measuring productivity.
"There's no doubt that workplace strategy influences business productivity – the critical question is how to measure this contribution," says
, a member of
Jones Lang LaSalle's
global workplace strategy board with responsibility for the Americas. "Our experience is that by documenting achievements in four critical areas, the contribution of workplace strategy can be measured consistently and effectively over time, even in the context of shifting business priorities."
Workplace productivity is a pressing demand for corporate real estate executives, according to the biennial
Jones Lang LaSalle
Global Corporate Real Estate Trends
2013 report, which polled 630 corporate real estate executives in more than 39 countries. Seventy-three percent of corporate real estate executives face high expectations from the C-suite to improve workplace productivity, while 62 percent face high expectations for improving people productivity.
The measurement approach recommended by Boucher and the
JLL workplace team
is outlined in
. The approach includes establishing metrics aligned with business strategy that measure the workplace's ability to:
Align Supply and Demand
- Align Supply and Demand
- Channel Information Flow
- Enable Work
- Deepen Relationships
Corporate real estate executives often focus only on forecasting the demand for space and ensuring that the right amount of the right kind of space is available. Their success depends on three primary factors: the availability of accurate data; ongoing demand information; and how the data can shift organizational needs. Over time, one measure of successful alignment is the difference between forecasted and actual demand, in terms of square footage. Another is speed of response to change – how quickly was the company able to address the gap between the forecast and reality?