The Heart Association
Hjerteforeningen introduced a new trust-based management style 3 years ago and started an extensive working life experiment. This working life experiment has resulted in a desire to create a hybrid working life, where work at home and work in the office are combined. It has subsequently become clear that the physical layout of the Heart Association's head office no longer reflects the organisation. Surveys show that the office invites a low degree of collaboration and innovative thinking. Which does not fit well with the strategy of being a modern and professional NGO. This creates a risk of employee turnover, lack of well-being and possible loss of production.
The ambition for this project is therefore to permanently improve the layout, so that there is a connection between the physical layout of the head office and the designated strategy.
The Heart Association's values have now become clearer in our interior design. We are happy to showcase our premises in recruitment processes, and find that our physical environment attracts more talent.
– Stine McBean Larsen.
More pictures from the project
The Heart Association
Hjerteforeningen introduced a new trust-based management style 3 years ago and started an extensive working life experiment. This working life experiment has resulted in a desire to create a hybrid working life, where work at home and work in the office are combined. It has subsequently become clear that the physical layout of the Heart Association's head office no longer reflects the organisation. Surveys show that the office invites a low degree of collaboration and innovative thinking. Which does not fit well with the strategy of being a modern and professional NGO. This creates a risk of employee turnover, lack of well-being and possible loss of production.
The ambition for this project is therefore to permanently improve the layout, so that there is a connection between the physical layout of the head office and the designated strategy.
The Heart Association's values have now become clearer in our interior design. We are happy to showcase our premises in recruitment processes, and find that our physical environment attracts more talent.
– Stine McBean Larsen.
HOME WORK
Surveys show that employees want to work at home an average of 2,3 days a week. The hybrid working life results in the purpose of going to the office changing. Now the physical framework in the office must offer fertile ground for community and collaboration and, to a lesser extent, opportunities for immersion and solitary work, which can take place better at the home workplace.
OPTIMIZED USE OF M2
To ensure that there is no wasted m2, for example a poor use of canteen square metres, the office is organized in home areas with access to supporting common functions. The number of desks is being cut down, and we are establishing a café that is the heart with space for joint activities, informal meetings and collaboration. This social focal point is an important rallying point in the organization and supports the desire for community. The organization also means that the employees move around the location more, so that there are more random meetings that result in more knowledge sharing.
BEHAVIORAL CHANGES
The three biggest changes the employees attribute to themselves are the division between homework and work in the office, the movement in daily life in the office to go from one activity to the next and the planning of the day, so that the employee is aware of which activities she wants to carry out.
BETTER WORKING LIFE
We carry out a baseline measurement before the conversion and repeat the measurement after moving in. The results show a significant improvement on all measurement points. In the baseline measurement, the scores were between 5 and 6 points out of 10. In the post-measurement, the scores moved up to between 8 and 9 points out of 10. For example, the question is: I find that the Heart Association's physical layout invites innovation and new thinking moved from 5,6, 8,2 points to 10 points out of XNUMX.
The quantitative comments about the effect of the new interior design are also interesting. Among other things, one employee says:
The new working environment means to me that there is a connection between how I experience our story about our organization and how it actually looks. I think the new decor is brave, human and really supports our needs.
HOME WORK
Surveys show that employees want to work at home an average of 2,3 days a week. The hybrid working life results in the purpose of going to the office changing. Now the physical framework in the office must offer fertile ground for community and collaboration and, to a lesser extent, opportunities for immersion and solitary work, which can take place better at the home workplace.
OPTIMIZED USE OF M2
To ensure that there is no wasted m2, for example a poor use of canteen square metres, the office is organized in home areas with access to supporting common functions. The number of desks is being cut down, and we are establishing a café that is the heart with space for joint activities, informal meetings and collaboration. This social focal point is an important rallying point in the organization and supports the desire for community. The organization also means that the employees move around the location more, so that there are more random meetings that result in more knowledge sharing.
BEHAVIORAL CHANGES
The three biggest changes the employees attribute to themselves are the division between homework and work in the office, the movement in daily life in the office to go from one activity to the next and the planning of the day, so that the employee is aware of which activities she wants to carry out.
BETTER WORKING LIFE
We carry out a baseline measurement before the conversion and repeat the measurement after moving in. The results show a significant improvement on all measurement points. In the baseline measurement, the scores were between 5 and 6 points out of 10. In the post-measurement, the scores moved up to between 8 and 9 points out of 10. For example, the question is: I find that the Heart Association's physical layout invites innovation and new thinking moved from 5,6, 8,2 points to 10 points out of XNUMX.
The quantitative comments about the effect of the new interior design are also interesting. Among other things, one employee says:
The new working environment means to me that there is a connection between how I experience our story about our organization and how it actually looks. I think the new decor is brave, human and really supports our needs.