The commercial sector has seen a paradigm shift in recent times with the advent of new technology, the disruption of working practice and the influx of co-work models. The current pandemic has caused an acceleration of the anticipated de-centralisation of the traditional workplace model, resulting in an overarching push towards remote working culture. Aligned with this is the ever-present equality debate; the decline in affordable housing and habitation proximity to the workplace; and changes in mobility, migration and travel, all of which have increased the need for flexible working. Crises, whether health-related, economic or climatic, are key indicators of the need for all workplaces to be adaptable and agile.
Over the short course of the current pandemic, the world has had to change rapidly overnight. IT, internet providers, technological infrastructure and new communication platforms have had to be delivered across the globe in unison. Whilst remote working has been deployed across many businesses for some time, this situation has seen uptake increase exponentially to help a workforce enabling commerce and labour to continue across many work typologies. The fast-paced change has enabled diversity and flexible work-life balance to thrive and has proven that it can, and does, work. Empowerment and autonomy have been key drivers in improved productivity; however, remote working doesn’t succeed for all businesses and this period will allow each sector to gauge the efficiency of this model. Even if a ‘magic bullet’ such as a vaccine becomes available, the impacts of the pandemic will have far-reaching consequences on the way we work.
The psychological implications that may arise as a result of working from home due to the pandemic are yet to be seen, with the current situation differing from the standard remote working model due to the inability to have any in-person socialisation with colleagues, instead relying solely on screen, phone and email. Many incidental interactions, such as those with a telemarketer or at the drive-through, have become more personable where they may have been vacuous prior to the crisis. The element of mutual trauma and empathy brings human interaction to the fore, and connections become stronger and more heartfelt. The many memes and responses to lock down provide an insight into the psychology of the global population and are often centred in humour and our combined strength as sentient beings. Meditation apps have seen a huge increase in downloads and usage due to the pandemic. Social connection app, House Party, has jumped from its previous 304th ranking on the social networking section of Apple app store, to the most downloaded of the moment. Such statistics and research outtakes showcase the importance of wellness programmes and socialisation within office culture, and we expect to continue to see an up-trend in social inclusions across workplaces.
The majority of the next generation are expected to form part of the gig economy, working on short term contracts for different employers concurrently; this could be more probable after COVID-19 due to high rates of unemployment. Many workers are disenchanted with their 9 to 5 routine and have an increasing need for flexible and diversified work. Others, unable to secure employment in the challenging labour market, have turned to freelancing out of necessity. Whatever the motivation for freelancing is, it is indisputable that this mode of work is rapidly growing alongside the emergence of digital freelance marketplaces.
The commercial property market has been severely affected by the pandemic. Balancing fluctuating valuations with supply and demand flow will determine the future of the existing examples we see. Beyond the built form, the commercial viability of workplace developments will need to take into account future-proofing methods for potential situations such as this, which has cost landlords and lessees significant economic burden and required complex navigation of interim policy measures to keep a buoyant market. From a lessee-lessor perspective, it is likely that many businesses will require smaller workspaces as they rotate remote and in-office arrangements. Designers need to understand these metrics in order to produce solutions for their clients that meet adapting protocols for workplace buildings to become feasible development models.
We may see the creation of more space between employees or off-setting time between ‘shifts’ and alternating working from office or home. Hot desking may be removed to allow for one person per chair typology to ensure safe and clean working environments.
Beyond this, the built form of new commercial spaces may require larger floor plates or less personnel per floor plate, to allow for social distancing protocols. Aligned with this, especially in large towers, is the requirement for vertical transportation to serve a large workforce. More lift cores in new builds, automated lift function to avoid touch points and less people per lift are likely directions. As a result, what were once emergency or fire stairs may become more frequently used and so these areas will need to be reviewed in terms of fit-out, tighter operation and maintenance, security, cleaning ventilation and trip hazard awareness. Where people have previously entered offices freely, we could see extra security or sanitization zones at entry. The removal of traditional mail rooms may be reinstated to centralise a dissipated practice.
The integration of smart tech will become the norm, with automated ingress and egress through sensor doors or doorless entry, touchless operating systems, motion sensor and smart wired systems for lighting and blinds, and tightly managed communal spaces. Data collection is playing a huge part in large corporation’s workspaces now, with discreet desk sensors tracking movement to ensure better workplace design solutions result.
Movement within offices is likely to be rethought. Beyond the desk and common areas, the free movement we see now could evolve into a series of ‘contactless pathways’. As we see the changes in retailing to frictionless transactions and activities, we could also see such amendments in offices. Limiting the need to touch surfaces for navigation, operations for adoption could be technology-based such as; smartphones to call lifts, automated doors, motion sensors and facial recognition. Workplaces, if they do revert to type, will need to be adaptable enough to embrace any future situations such as this, with the resultant reduction in personnel allowances and distancing protocols. We are avidly watching the policymakers and code directives in this space.
Cleaning protocols will most definitely increase in frequency and the modes of cleaning will become more technologically advanced. We are already seeing the adoption of robotic cleaners and light systems that sanitize after hours. The service design of commercial buildings may incorporate a greater need for air filtration systems and Green Star/Wells ratings. There is already new advice being released about the re-start of dormant HVAC systems and the effect this could have on the spread of viral diseases. Evolving HVAC design and the incorporation of natural ventilation will no doubt be high on the list of design driving factors in the future.
Sustainability and passive design have long been a consideration that architects and designers push to incorporate. In the past, these solutions may not have been developed due to economic or planning constraints, but we expect to see a greater focus on this with long-term design thinking now taking a greater role in the planning of commercial buildings. We may see an increase in façade openings on all levels of the building to allow for natural ventilation, potentially via balconies with accessible doors and external areas or safely operable fenestration. Traditional air-conditioning can cross-contaminate spaces and the need to shut these services during a health crisis greatly increases the need for external air exchange.
We expect to see a shift in office sizes, with a reduced uptake in large floor plates but increased uptake in communal meeting areas. The upsurge in virtual meetings may remodel our meeting spaces, with the ‘board room’, accommodating 20 people, potentially becoming a thing of the past. An increase in smaller, adaptable meeting rooms may be designed into workplaces with a greater number of face-to-face meetings being left for events and occasional meets.
The increase in smart technology, specifically AI, has resulted in AI taking over many process tasks, yet it hasn’t reduced the need for personal interactions. AI assists in administrative workflow, but problem solving, creativity and innovation comes from humans working together. There may be a significant flow between closed office and open plan models where we may end up with a more efficient hybrid. Research has shown that there will be an expected reduction in inter-state travel as there has been an awakening to how much can be done remotely.
The psychological effects of such a crisis may see a decline in the uptake of transient shared workplaces. The co-work model which has already seen a decline in use may further wane as people struggle to associate with unknown people. However, the uptake in co-spaces, where traditionally smaller businesses work together in one shared space, may increase as the economy rebounds. There is strong evidence for the positive outcomes of multiple small businesses interacting in relation to network building, shared knowledge and collaboration. Using shared meeting spaces reduces the economic impact on the business and also allows for social interaction, albeit the overall area of the shared space may increase in area due to social distancing measures. Co-work brands will most likely have to review their philosophies and their leasing models and contracts to adhere to new expectations from lessees and policymakers.
If large tech companies, who are at the forefront of programming and communications in the virtual world, create large headquarters or small cities, does this prove that we still need workplaces to be efficient and enable our work to continue? If we look at the well-known tech giant models, they are more than just an office, they are a community hub. Perhaps the traditional workplace will evolve so that spaces and cultures become flexible and mixed-use communities. This supports the growth we see in this sector and the intrinsic, convenience need for mixed-use typologies.
Beyond adaptations associated with COVID-19 and the ‘fear of germs’, the design of buildings – and more specifically workplaces – will need to adapt as society and the nature of work changes; however how this will ultimately play out is still to be seen.
