One of the biggest movements in real estate right now is the rise of agile or flexible workplaces. Introducing increasing levels of flexibility into the workplace is directly tied to reduced space requirements and (ideally) increased productivity. The productivity piece is almost impossible to prove or disprove. But the reduced space is a very easy measure.
The biggest complaint about flexible workplaces is that it is all about controlling the employee’s day. Having a sensor at every desk screams “big brother” to employees. Who wants a device that reports on whether they are at a desk?
That’s the opposite of what is actually occurring. Most flexible workplace programs with sensors generate less intrusive data that badge swipes. Unless individuals are required to check into a desk to use it, sensors don’t actually tag data to the individual. All the sensor does is report on whether a space is in use – a simple true/false status. It’s the opposite of control.
Controllable workplaces, those that have named seat assignments or require a check-in, can provide extreme amounts of workplace data. But even with increased data, very little of it can help you do anything more than knowing whether an employee was in the office or not. This level of data (which is most prevalent in traditional offices, not agile workplaces) can get personal quickly without any actual benefit.
Agile workplaces provide flexibility with very little control. In fact, control often goes directly against the concept of flexibility. The more control you have on how space must be used, the more different types of dedicated spaces you must provide.