1. Futures Forum Exploring the future workplace of 2025
Thursday June 29

2. CENTER FOR PEOPLE AND BUILDINGS
FUTURES FORUM
EVI DE BRUYNE
RESEARCHER
CENTER FOR PEOPLE AND BUILDINGS
DORANNE GERRITSE
CONSULTANT/RESEARCHER
HOSPITALITY GROUP

3. objectives
How does the nature of work change and how anticipate to this?
Achieve more in-depth analysis of the implications of high-level trends for organizations
Translate to short-to-medium term impact (+/- 10 years)
Based on the developments, understand how to facilitate the future employee
Determine strategic agenda for organizations towards 2025 from an integrated approach: HR, IT, FM and CRE

4. Research questions
How does the future of work look like in knowledge-based and administrative organisations in 2025? 1
What changing needs can we expect from end-users in the future workplace and future work environment? 2
What are the consequences for facilitating the future organization and future employee? 3

5. Future studies Aimed at taking the right decision at the right time
Focus on understanding the impact of developments in terms of:
Time
Expected influence / effect
Problem-solving / anticipating

6. APPROACH
Literature review
Focus Groups end-users (n=120)
Delphi study experts (n= 46 & n=36)
Pre-Design workshop
(n=27)

7. Pre-design
Determine requirements of the future for own profession: FM/CRE, IT, HR
Determine requirements and solutions from multi-disciplinairy perspective
Design the future work environment by guest journey method

8. Conclusions

9. Changing nature of work
REPERCUSSIONS
Loss of administrative jobs, managing employee outflow
Managing technological impact, largest impact expected now – 5 years
Changes in required knowledge, skills and origin of jobs, war for attracting right profile

10. THE work That remains… requires cooperation
ORGANISATIONS
REMOTE WORKING
LARGE FIXED CORE WITH SMALL FLEXIBLE LAYER
OTHERS
BECAUSE OF CHANGING JOB TYPES
NETWORK OF INDEPENDENT WORKERS
NO CHANGE
OTHER
A SMALL FIXED CORE WITH A LARGE FLEXIBLE LAYER
MORE DIFFERENT EXPERTISES NEED TO BE CONNECTED

11. Work that remains… is more complex and creative
SPECIALISATION
Information architect
Data analist
Managing/maintaining digital infrastucture
Programming
COMPETENCIES
Creativity and innovation
Entrepreneurship
Cooperation / working together
Adaptability

12. “The profile of the future: the independent, self-employed, hyper social IT professional’’

13. Working in a Digitalised Environment
ONLINE PLATFORMS FOR REMOTE WORKING
AUDIO/VIDEO TECHNIQUES THAT REPLACE FACE-TO-FACE MEETINGS
CLOUD COMPUTING
NEW DEVICES
OTHER
EXPERT PANEL N=36

14. employed at multiple projects/initiatives
temporary commitment to projects
more stakeholders involved
loosening of ‘ties’ to organisation and colleagues
individualisation and ‘invisibility’
complexity value / productivity chain
connection of different expertises
pressure on (digital) infrastructure to connect stakeholders
working anywhere and with everyone
ensure effectiveness of working, sharing and communicating

15. SOCIAL BEHAVIOUR INDIVIDUALISATION
Need for facilitating social cohesion in both it and FM/CRE and digital environment
Collegial relations become more important
Emphasis on connectivity and personal network
Loyalty towards teams, collectives in stead of organisation
Shorter working relationship
Multiple employers
Less loyalty
Change managerial role  self-managing
Evaluation is team effort
Output management
Inspirational leaderschip, facilitating team and facilitating individual
‘Matchmaker’

16. The Office as Catalyst in a Flexible World
91%
66%
88%
EXPECTS TIME SPEND IN THE OFFICE DECREASES
EXPECTS WORKING TIMES BECOME (EVEN MORE) FLEXIBLE
EXPECTS SMALLER
OFFICES

17. Effective working (N = 66) Collaboration consists mostly of
face-to-face meetings.
digital meetings.

18. Physical encounters to collaborate with peers
Digital encounters to collaborate with peers

19. The Office as Catalyst in a Flexible World
Facilitate cooperation and encounters
Facilitate individual work or work that is interchangeble online less
Provide inspirational environment to engage, stimulating innovation and creativity
Experience the organisational culture, feel engaged

20. A strategic agenda for support servicesIT HR
FM/RE
Accessability and availability of data, systems and information
Security
Cloud- & webbased solutions
Tools for collaboration and sharing information
Use of Big Data
Internet of Things
Attract and retain talent
Flexibilisation of work an working relationship
Learning, development and personal efficiency
The organisations capacity to learn
Individualisation of labour conditions
Flexibility and adaptability of the work environment
Added value and link to primary processes
Further development and innovation of workplace concept
Circulary economy
Individualisation employee needs
Integration with other support services

21. Communal topics Integral workplace management
3rd workplace, working at home
Insight in (future) user needs
Supporting/facilitating employees on individual level and team level (in stead of departments)
Provide choices

22. What will the work environment look like in 2025?

24. discussion Limitations in the research design
Topic ‘Future Developments’ is highly explorative
Next step: follow-up of pre-design. Translating conclusions to real-life solutions