As employers continue to search for the right return-to-work formula, making employees feel valued and part of a meaningful mission – whether they’re together in an office or speaking to each other on a Zoom call – is the key to creating a thriving work environment.
That was the overriding message from local real estate, HR and technology experts during a panel discussion on Thursday afternoon about the future of work.
“We can have the most beautiful offices and snacks, but if people don’t feel that they belong and that they are part of a team that is creating, then it becomes an empty office with rotting snacks,” executive coach Sarah Boardman told the audience gathered at the Rideau Club. “It’s really about creating spaces for people to come together.”
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Last month Ottawa Salus launched “Opening Doors to Dignity,” a $5-million campaign to construct a 54-unit independent living building on Capilano Drive. Set to open in late 2025, this innovative
Last month Ottawa Salus launched “Opening Doors to Dignity,” a $5-million campaign to construct a 54-unit independent living building on Capilano Drive. Set to open in late 2025, this innovative
Moderated by Jennifer Cross, a senior executive at Marant Construction’s Ottawa office, the event – dubbed “Back to Business” – offered advice to employers trying to figure out the best approach to structuring their workplaces in a post-pandemic world.
Clearly, more and more businesses are bringing their workers back to the office. According to Statistics Canada, the number of people working exclusively from home fell to 12.6 per cent in November 2023 from 24.3 per cent in January 2022.
At the same time, hybrid work is also on the rise. Statistics Canada reported that 11.7 per cent of employees split their time between home and an office last November, compared with 3.6 per cent in January 2022.
The experts on Thursday’s panel urged employers to be flexible when it comes to determining the right mix of home and office work. While some employees might prefer being around colleagues in a shared space, others might feel more comfortable working from home most of the time.
Derrick Hanson, whose Ottawa-based consulting and engineering firm Attain specializes in smart building technology, said the COVID crisis forced him and many other employers to “rethink” the notion of work.
More than a third of Attain’s 40 staffers live outside of Ottawa, and the company already had all the equipment in place to accommodate remote workers even before the pandemic, Hanson explained.
But all the technology in the world is useless, he added, if employees don’t feel like their individual needs and preferences are being taken into account.
‘Culture trumps profit every time’
“Culture trumps profit every time,” said Hanson. “We did everything we could do to keep people. We took the decision: work where you want; work when you want; show up when you need to. If you’re a single mom with kids at home, it’s more important for us for you to pick up the kids at daycare than it is to have the job done.”
Keeping the lines of communication open is vital, explained Hanson. Attain, which topped OBJ’s Best Places to Work competition in 2022, consistently scores in the high 90s in employee satisfaction surveys “just by doing the things that staff asked us,” he added, such as offering flex time and setting up an RRSP plan.
Attain is now renovating its office for the first time in 20 years, with the goal of creating a workplace that “feels as good as home,” Hanson said.
“We’re spending a whole bunch of money on a new office in case (employees) want to come in,” he explained.
“We didn’t (offer) snacks; we didn’t put in a foosball table,” he added, prompting chuckles from the audience. “The big thing for us was asking the staff what they want, and being flexible and changing our management style so that it isn’t about when you’re (in the office) – it’s about what you contribute.”
Boardman said it’s important for employers to consult with staff early and often as they shape return-to-work policies so employees don’t feel left out of the process. And companies need to be transparent and upfront about what they’re doing and why.
“Listen, listen, listen,” she said. “Say, ‘OK, we’re going to try this. Let’s give it two months, see if it works. If it works, great. If it doesn’t, we’re going to pivot.’ Listen and respond and be an empathetic leader.”
Fellow panellist Tzoofit Hammer, a principal at Ottawa-based interior design firm 4té, agreed.
Negotiate with landlords
She said she’s seen too many examples of beautiful office spaces that are outfitted with cutting-edge technology yet fail to inspire the people they’re designed for.
“And you go in six months, seven months later, and it’s empty,” added Hammer, whose current clients include Attain. “Because there’s no sense of what the leadership wants the space to be.”
Shawn Hamilton, a principal at Proveras Commercial Realty, said tenants need to think seriously about what amenities are most important to them – whether it’s free parking or an abundance of meeting rooms – and make those items a priority when negotiating with property managers.
An office “should accelerate everything that you’re trying to do as an organization,” Hamilton told the audience. “Landlords are really competing for office tenancies. Now is the time to build in flexibility (in a lease).”
Practical concerns – such as ensuring an office has the infrastructure to accommodate remote work – must be top of mind for employers, Hanson added.
“You need to be able to get to all of your (information stored in the cloud) wherever you are,” he explained. “A lot of our buildings don’t have high enough speed internet. If you’re moving to a new space, the first thing you want to do is call your (internet service) provider and ask them to come and tell you how fast it can be.
