Design not sole driver of interest
Good design alone won’t attract millennials to your company, writes
MANY companies are embracing funky new design features that maximise relaxation and homely chill zones in an effort to lure highly skilled professionals. While these features certainly hold appeal, most workers are looking for more than just neat design when they choose their ideal workplace.
Consulting firm Accenture recently made the news after installing a ‘‘Zen room’’ in its Melbourne offices to attract millennials to its workforce. Designed so that employees can take time out to relax, meditate or think through problems, the space is fitted out with hanging pod chairs, couches and a fireplace. Technology is banned.
Accenture is not alone. Google has sleep pods and fishtank relaxation rooms with massage chairs in its Sydney office. Hammocks, indoor gardens, minigolf, pool tables and even inhouse bowling alleys are increasingly common fixtures.
Research shows that these types of spaces can accelerate recovery from cognitive fatigue as well as reducing stress. While not new, quiet spaces or relaxation rooms are intended to enhance wellbeing, increase engagement and improve performance.
Workplace engagement is a significant issue for employers, as levels of engagement continue to fall. Studies have shown only 28% of millennials are engaged at work.
At the same time, workrelated stress continues to rise. Employers continue to experiment with workplace design, as it plays a powerful role in influencing stress. But alterations to design, materials and layout can have both positive and negative outcomes.
Openplan offices have been a prevalent feature of workplaces for decades. Now, more and more companies plan to implement hotdesking environments, where employees have no fixed desk. Research on openplan environments has conclusively shown employees struggle to perform effectively because of issues with noise, interruptions, distraction and loss of privacy. If you are interrupted, it can take up to 23 minutes to regain focus on the task.
While it might seem like a folly, the design of relaxation or ‘‘zen rooms’’ has arisen in response to these and other challenges of modern workplace design and work.
Creating workplaces that don’t feel like offices is gaining popularity. Dropbox’s new Sydney office is intentionally designed to appear like an ‘‘Australian living room’’. But is there any science behind the ideas, and is it likely to make any difference to recruits?
New research has shown that workplaces specifically designed to be aesthetically pleasing and beautiful led to increased levels of trust among new employees who perceived the employer to be more trustworthy as a result. Additionally, the higher levels of trust went on to predict coworker ratings of learning behaviour.
The use of natural materials has been shown to increase creativity. Additionally, the same study showed that the use of cool colours and attractive details helped creativity.
The benefits of the inclusion of indoor plants and/or views of greenery are supported by evidence showing that exposure to nature resulted in decreased heart rate, blood pressure and cortisol, a stress hormone. Another study showed that workplace greenery improved perceptions of air quality, concentration, satisfaction and productivity.
Relaxation spaces, often closed off from the wider office and fitted with relaxing furniture and good acoustics, address the key complaint of modern workplaces: noise.
Both singletalker and multitalker distractions in openplan offices result in higher levels of distraction and lower cognitive performance, according to research, as well as increased levels of annoyance and mental workload.
A key advantage of relaxation spaces are that employees are able to control noise and distraction. The ability of employees to exercise personal control over elements of the environment appears to mediate some of the negative effects.
Lighting levels, access to attractive views such as art, feature installations such as fireplaces, and proximity to windows have been shown to have direct positive physical effects.
While the workplace itself is important, there are broader drivers of interest to jobseekers, and millennials in particular.
A recent Gallup study showed opportunities to learn and grow, quality of the individual manager and management overall, interest in the work, and chances for advancement were ranked in the top five by millennials, gen X and babyboomers.
Empirical research has supported these findings, showing that interesting and flexible work along with good relationships with supervisors and colleagues were rated most important for millennials.
Though millennials seek worklife balance, time flexibility is only one aspect of a flexible environment. Millennials also seek flexibility in employment contracts, roles and location.
Organisations seeking to increase loyalty need to balance attractive workplaces and flexibility with effective management and growth opportunities. — theconversation. com/au
❛ Studies have shown only 28% of millennials are
engaged at work.
A