Workplace trends disrupt traditional patterns

Clearly, employers today are searching for the best and brightest. Many of these employees are Millennials, who are expected to be the dominant workforce in less than 10 years. In turn, how companies think about real estate needs to reflect these changing behaviors and attitudes.

It’s not just tech companies though. In fact, even more traditional industries, like professional services, are impacted. Take for example, accounting and advisory firms – they too are seeing firsthand that their office spaces are important elements in the recruiting effort and a direct reflection of the firm culture. Regional firms also realize they need to differentiate and compete for talent, and are considering a myriad of issues, like location, amenities, mass transit and wellness, when making decisions about their offices..

As you might expect, accountants tend to focus on key metrics and numbers to determine the course of action. In the Atlanta market, JLL has looked at firm benchmarks for accounting firms and the amount of space they utilize. The Big 4 firms have been the most progressive in a shift for efficiency and tend to be the nimblest with an average footprint of less than 150 sq. ft. per employee. However, the remaining top 15 firms have an average range of more than 300 sq. ft. per employee.

At Windham Brannon, an Atlanta-based tax, accounting and advisory services firm, Managing Partner Heidi LaMarca acknowledges the changes in the industry and notes that the firm has given much consideration to space. Ms. LaMarca feels that the identity of the firm is paramount and it is communicated by the workplace. Following a firm merger, and a need for a larger space, LaMarca says the office location and specific design were a calculated decision with an emphasis on not only a central location for employees, but an area rich with amenities, including mass transit. They also wanted to offer a healthy workplace that supported employees’ well-being. The result included access to a fitness center, walking areas and even a break kitchen to accommodate employees with a desire to prepare their own meals. The firm also added a “Fun” room complete with a ping pong table, Xbox, board games, a library and a television, to allow employees to take a break. The room also serves as a place for employees’ children to hang out when they occasionally need to tag along with mom or dad to work.

With proper implementation, an open plan can increase collaboration while reducing real estate costs. How does a firm find the balance? When employees can see each other it is conducive to interaction. Further, they may consider each other more accessible than employees in walled offices. Potentially a distractor, easy access may turn out to be an advantage in staff learning and training among peers.

At Windham Brannon, Ms. LaMarca explains the firm’s new design called for an open, bright and engaging space to support the firm’s internal collaborative culture. More importantly, the functionality of the space needed to help cross-sell, network and consult between the service lines.

For many firms, splitting divisions, service lines and teams across the office which could result in multiple floors, can present challenges. At Windham Brannon, the firm reached a decision to implement hoteling, moving to non-assigned desks and workspaces. Since the firm’s audit team is a cohesive group the hoteling election ensured the group would all sit together. Still a high focus is placed on innovation and productivity.

Designing breakout rooms for privacy as well as advanced technology helps ensure that function. More specific huddle rooms, lounges and phone booths incorporated into a plan allows for employees to choose the proper environment for the type of work they’re doing. Further, technological advancements, like cloud storage and a shift to paperless, has contributed to reduced administrative space which may result in an opportunity to repurpose, possibly for social use.

Strong leaders find ways to infuse culture and values into every aspect of the company. One fun way to do this is by creatively naming areas or conference rooms. There may be a heightened camaraderie when employees feel personally invested in the firm. At Windham Brannon, they politely refer to the audit team room as “the Nest,”…maybe a nod to Atlanta’s Falcons.