Dies ist ein Extrakt von https://group.schindler.com/en/media/stories/communication-inside-buildings.html. Das zugrundeliegende Gespräch findet sich hier: https://youtu.be/BbqVLIia_dQ
First, let’s look at the work environment since it heavily influences the communication needs for buildings in all segments. In 2020, employees globally found their work environments completely upended due to the pandemic. Communication inside organizations dramatically transformed. The need for real-time updates became critical for employee retention and satisfaction. It was suddenly a key component of effective communication from an organization to its employees, and a large contributor to helping increase productivity rates.
What are the expectations of the work force today and what has changed in this environment? Marco Huber, Lead Workplace Strategy for Jones Lang Lasalle in the DACH and CEE regions, explains the current communication needs in the office environment.
[Marco Huber]
With the increasingly inevitable and accelerating spread of hybrid working, the office is transforming into a melting pot for co-creation, innovation, and community. In contrast, remote working (at home or in third-party locations) is leveling off globally at 40% of working hours, favoring focused and individualized work, and therefore working environments must adapt to reflect the same.
This contrast also needs to be addressed and actually reinforced in terms of communication: the successful company invests in the best possible human experience in its own offices (and beyond). This motivates employees to go to the office more often, to work there more innovatively, and further builds the bond with the company.
‘Human experience design’ is a multi-layered concept that spans several disciplines, is constantly changing, and ideally can also react quickly to change. Here, what each individual perceives, along with the values and purpose of the company, all play a central role. This is a crucial area to be managed. External factors are also relevant, and, if possible, should be evaluated for inclusion.
The successful company invests in the best possible human experience in its own offices (and beyond).
Here is an example: a company has a head office in the center of a large metropolis. A central building has been deliberately chosen because the company wants to couple the working experience with the sensation of vibrant city life. For the employee, this means deliberately moving from a secluded home office to a bustling zone where collaboration and interaction are "normal."
You now enter your own building, and this is where the ‘exclusive’ experience begins. Already before the elevator and then inside, a company has the possibility to specifically build up the desired experience — be it via a basic conditioning that transfers corporate values: e.g. communication of meaningful initiatives or linked actualities, such as s today's events or company-relevant news; be it via ‘mood conditioning’: this building is for collaboration and innovation, so I can transfer content that puts you in a desired state of mind to do so: Sound carpets or mood images are proven examples here.
Of course, one must understand that the great value here lies primarily in lateral communication (in addition to incident-driven communication). Lateral communication is a connection to a person, which does not require full attention, but almost casually, unconsciously supports the goal – in this case, the creation of the targeted experience.
The designed and targeted experience becomes more and more important in the new office and does not end with the elevator. Rather, it must continue without transition. But the start, after entering the building, will usually begin immediately with queuing for the elevator. A perfect experience already starts here.
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