FACILITIES MANAGEMENT JOURNAL JOBS
From governments responsible
for the health of national
economies to CEOs looking to
boost business performance, finding
ways to increase productivity is
one of the major challenges facing
organisations across the public and
private sectors. Numerous strategies
are employed to address this, with
varying degrees of success, but one of
the most e ective is o en overlooked
– improving the chronic conditions
found in most o ices.
Around the world, productivity took a
significant dip following the economic
crash of 2008. While many countries
have now turned this around, the UK
is the only large advanced economy
projected to see further decline in
productivity this year.
According to the latest O ice for
National Statistics report, productivity
in Q4 2018 decreased by 0.1 per cent
compared with the same quarter a year
before. This is the second successive
quarterly fall following a 0.2 per cent
drop in Q3. Meanwhile, new figures from
independent think tank The Conference
Board forecast annual growth in output
for every hour worked of just 0.2 per
cent in 2019 – a fall from 0.5 per cent
in 2018.
Organisations have been known to
employ all manner of approaches to
arrest the slump. Large tech companies
in particular are famous for innovation
here, with some brands providing
employees with free lunches, ping pong
tables and (in Google’s case) even an
o ice slide.
While fashionable solutions like
these have been widely discussed
and implemented, the impact that
environmental factors have on
productivity has received less attention.
Indeed, it was just two years ago that
a consortium of partners, including
EMCOR UK, Oxford Brookes University,
LCMB Building Performance and
government agency Innovate UK, kicked
o the first-ever practical study into the
UK’s o ice conditions.
Tested over two years, workplaces
taking part in the study were fitted
out with sensors to monitor a range
of variables, including CO™ levels
and air temperature. Meanwhile,
employees were set regular numerical,
proofreading and Stroop tasks to
complete. Throughout the study period,
test results were analysed alongside
the sensor data to determine the
e ect environmental factors have on
productivity.
MANAGING CARBON
CONCENTRATION
Results suggest that taking steps to
regulate the concentration of CO™
in o ices would have a significant
impact. Lower CO™ levels saw test
scores improve by as much as 12 per
cent. At one test site, reduced CO™ saw
employees working 38 per cent faster,
completing tests in a mean time of 8.2
minutes as opposed to 13.3 minutes
when higher concentrations were
present.
Unfortunately, managing CO™ can be a
tricky proposition. Modern o ice design
depends on airconditioning systems
to manage the indoor atmosphere.
To ensure the e ectiveness of these
systems, the ability to open windows is
typically restricted. Consequently, even
if buildings meet ventilation standards,
it’s not uncommon to find high levels
of CO™, leading to an unpleasant stu y
feeling and decline in cognitive function.
This is particularly common in
meeting rooms, which are usually
sealed and occupied for extended
periods. With meeting room CO™ levels
reaching as high as 3000ppm as a result,
performance is inevitably impacted,
with reduced concentration and
productivity levels.
The stu iness relating to high CO™
levels is commonly mistaken for high
temperatures, with airconditioning
employed to cool the environment
and make it feel fresher. While failing to
address the root problem, this approach
can also lead to additional issues
relating to consistently maintaining
optimal conditions.
Anyone who’s worked in a UK o ice
will be familiar with seemingly neverending
debates between colleagues
over whether it’s too hot or too cold.
Unlike CO™ levels, employees are highly
attuned to fluctuations in temperature,
with performance noticeably declining
when conditions are too warm or cool.
However, failure to manage CO™ messes
with perception of temperature, with
similarly negative e ects.
Workplace design is another
important factor to consider. Too
o› en o ice layout is approached in an
illogical fashion. Take, for instance, the
way employee desks are commonly
aligned alongside windows, where
space tends to be cooler, while printers
and photocopiers have pride of place
in the middle of the o ice. Hot-desking
and flexible working can help here,
allowing employees to choose where
they work to feel more comfortable,
improving their overall e ectiveness and
minimising complaints.
IDENTIFY THE PROBLEM
There are a number of additional steps
organisations can take to counter
unproductive o ice environments. First
and foremost, they need the ability to
measure conditions as it’s impossible to
find e ective solutions without knowing
the full scale of the problem. This may
mean deploying internet of things
(IoT) enabled sensors throughout the
o ice environment, including meeting
rooms, desks and social spaces like
kitchens. Further, real-time monitoring
tools are necessary to collate sensor
data and build a true picture of working
conditions.
Seeking out expert consultancy
may be helpful. Modern facilities
management professionals are
increasingly stretched as they expand
their scope to embrace the overall
health and wellbeing of the people
using their buildings. Similarly, there
are specialists who can advise on the
relationship between workplace culture
and employee performance. This could
mean helping to create an environment
where people feel comfortable leaving
the o ice to take breaks and get
some fresh air – hugely beneficial for
workplace productivity – instead of
eating at their desks, which is very
common and counter-productive.
Whatever way employers choose to
approach this issue, success depends
on e ective workforce engagement.
Strategy needs to be informed by
employee perceptions of the work
environment, as well as the workplace
variables that help or hinder them in
their day-to-day roles. Online survey
tools can be useful for gathering
these kinds of insights. Alternatively,
employers could look to build this into
employees’ line manager catch-ups or
performance appraisals.
When it comes to boosting
productivity, it’s time to make a
change and improve the chronic
conditions found in UK o ices. Getting
this right has the potential to drive
competitive advantage across individual
organisations as well as the country
at large.
SOMETHING IN THE AIR
The UK’s dismal productivity performance could be improved by a fresh
approach to creating stimulating and appealing work environments,
argues Keith Chanter, CEO of EMCOR UK
JUNE 2019 75
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