Home      |      Case-Studies      |       Confidential Client

Home      |      Case-Studies      |       Confidential Client

CONFIDENTIAL CLIENT

LOCATION

Various

TOTAL FLOOR AREA

6,000,000 Sqft across clients’ portfolio

TIME TO COMPLETE

26 Weeks – Workplace Strategy Project

LOCATION

Various

TOTAL FLOOR AREA

6,000,000 Sqft across client’s portfolio

TIME TO COMPLETE

26 Weeks – Workplace Strategy Project

Confidential Client post an organizational re-structure carried out by Ernst and Young (EY) was split into 4 functional arms and 1 overarching “command and control” structure – Aerospace, Electronics, Land Systems, Marine and the newly consolidated Corporate Services.

As a result of the consolidation, disparate Real Estate teams with widely differing Real Estate Objectives and prevailing standards were forced to collaborate and standardize provisions across their massive portfolio. Added to this, there was a directive from the top that the way forward was to create a “vibrant” office environment to aid in their continued drive to attract, motivate and retain their best talent.

PROCESS

SNX was engaged as a partner to EY to facilitate in this standardization exercise. Following a workshop with the senior leaders of the Real Estate Organ, SNX proposed the following methodology to obtain the baseline requirements for the Confidential Client:

  1. Mass Survey to selected candidates across rank grades, functions and operational Arms to understand the mind-set of current employees

      

  2. Interviews with Key Appointment Holders to understand current and future staffing needs, as well as in depth understanding of what it takes to hire the talent required by Confidential Client to take it into the future

      

  3. Workshops with functional heads to understand the challenges that will be faced by them both logistically and workforce related

      

  4. Preliminary Workplace findings for confirmation and discussion, as well as best in class industry examples to support our recommendations

      

  5. Draft Creation of Workplace Guidelines

     

  6. Testing of Workplace Guidelines with either
    a. Mock-ups of proposals for Staff Interaction
    b. Implementation of Guidelines for Projects in the Pipelines

     

  7. Consolidate User Feedback and utilization patterns

     

  8. Finalize Workplace Guidelines for gradual roll-out across organization

While time and logistical constraints on Confidential Client’s part did limit some of the planned activities, SNX was able to conclusively close out the Workplace Guidelines which was implemented on a 240,000sqft Shared Service Centre. The feedback was positive and proved marked improvement from the old ways of fitting out an office.

Confidential Client post an organizational re-structure carried out by Ernst and Young (EY) was split into 4 functional arms and 1 overarching “command and control” structure – Aerospace, Electronics, Land Systems, Marine and the newly consolidated Corporate Services.

As a result of the consolidation, disparate Real Estate teams with widely differing Real Estate Objectives and prevailing standards were forced to collaborate and standardize provisions across their massive portfolio. Added to this, there was a directive from the top that the way forward was to create a “vibrant” office environment to aid in their continued drive to attract, motivate and retain their best talent.

PROCESS

SNX was engaged as a partner to EY to facilitate in this standardization exercise. Following a workshop with the senior leaders of the Real Estate Organ, SNX proposed the following methodology to obtain the baseline requirements for the Confidential Client:

  1. Mass Survey to selected candidates across rank grades, functions and operational Arms to understand the mind-set of current employees

      

  2. Interviews with Key Appointment Holders to understand current and future staffing needs, as well as in depth understanding of what it takes to hire the talent required by Confidential Client to take it into the future

      

  3. Workshops with functional heads to understand the challenges that will be faced by them both logistically and workforce related

      

  4. Preliminary Workplace findings for confirmation and discussion, as well as best in class industry examples to support our recommendations

      

  5. Draft Creation of Workplace Guidelines

     

  6. Testing of Workplace Guidelines with either
    a. Mock-ups of proposals for Staff Interaction
    b).Implementation of Guidelines for Projects in the Pipelines

     

  7. Consolidate User Feedback and utilization patterns

     

  8. Finalize Workplace Guidelines for gradual roll-out across organization

While time and logistical constraints on Confidential Client’s part did limit some of the planned activities, SNX was able to conclusively close out the Workplace Guidelines which was implemented on a 240,000sqft Shared Service Centre. The feedback was positive and proved marked improvement from the old ways of fitting out an office.

SEND US A MESSAGE

SEND US A MESSAGE

STAY CONNECTED WITH US

STAY CONNECTED WITH US