firm

global law

Change

one of their first offices globally to move to an agile environment and new ways of working

50%

of the staff were feeling positive about the changes ahead

post move

96%

of staff were positive or neutral about the new environment

the people-centric approach contributed significantly to moving the status quo from an initial position of negativity to one of extreme

positivity

From negative to positive...how a change management program assisted to shift staff sentiment during a move to agile working.

the opportunity

Our client, a global law firm, had recently embarked on an ambitious global workplace change strategy and chosen the Canberra practice as one of their first offices globally to move to an agile environment and new ways of working.

The design for the new premises included significant changes for partners and staff, including moving away from dedicated offices and reducing storage by 70%. One of the most exciting opportunities was to capitalise on how the move could positively impact the development of:

an agile and high performing workforce
attract and retain talent
build management and leadership capability
ensure a productive, healthy and safe workforce

In the lead up to the move, only half of the staff were feeling positive about the changes ahead. While many were excited about the new facilities | amenities and improved opportunities for connecting and collaborating, we identified concerns about working in an agile and hybrid workplace, including:

noise & distractions
poor desk availability
loss of personal space
behaviours contrary to the guiding principles, and
the impact of remote work

our approach

In recognition of the significant changes being asked of staff in moving to an agile environment, a comprehensive and tailored change and communications plan was deployed. Key aspects of our approach were:

Developed a series of principles for the change and communication activity, which were endorsed and subscribed to, by the partners and Senior Leadership Team (SLT)
Engaged with partners and the SLT to achieve a ‘no surprises’ communication approach
Supported and empowered leaders to provide top-down communication with their teams
Regularly engaged with the change advocate cohort to support and equip them
Provided opportunities for staff to practice and explore new processes and consider how different spaces, such as meeting rooms, focus rooms and breakout spaces can support different kinds of tasks
Engaged staff in the look and feel of the new office to provide them opportunity for feedback on the range of furniture chosen to ensure it is fit for purpose and best supports their work
Used a diverse range of communication channels; a mix of face-to-face, online and experiential, sympathetic to employee communication preferences and aligned to the firm’s broader strategic initiatives and communication activity
Provided clear and factual information and engagement to create positivity and excitement about the relocation and establish two-way dialogue
Developed a clean-up campaign to arrange | oversee paper culling and reduction events to achieve the storage reduction target
Supported the firm post-move to reinforce and embed new ways of working
Conducted an evaluation | check in process three months post move

the results

The hard work paid off, with a positive shift in employee sentiment. Post move, 96% of staff were positive or neutral about the new environment.

Understanding what had been done well was important for the client to confirm that the desired project outcomes had been delivered. Puzzle’s post occupancy reports provided a detailed snapshot of staff sentiment:

Provides the variety of spaces needed
Can quickly adapt to changing needs
Helps us share information
Encourages good communication
Provides a variety of spaces to meet | collaborate

The post move surveys and focus groups were also valuable in identifying minor areas for improvement, such as:

More areas needed to display ideas | project updates
More spaces required for focus work
The ambient temperature was too hot

Overall, the benefits planned from the new way of working were realised and in part brought to reality through a comprehensive and well implemented change and communications strategy. The people-centric approach to the change contributed significantly to moving the status quo from an initial position of negativity to one of extreme positivity, with the benefits of the new way of working being fully realised.

83% agreement

79% agreement

92% agreement

83% agreement

96% agreement

“It is really great that the teams are all mixing and not sitting in specific spots. This has created a great environment suited to collaboration across teams and is helping to build improved social connections across the teams.”

blueprint

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