roundtable 43


Will workplaces need a big badge above the door?


Murray wondered if use of co-working space might see an end to corporate branding on some workplaces.


With co-working space operating on a ‘pay-as-you-use’ basis, Dean surmised any user branding would not be likely, or certainly not permanent.


Head: “Never underestimate the big- badge value in business mentality. Businesses of a certain size will have a hub centre and will want to see their name above the door.”


Glock: “Millennials, generations X Y Z, have a different attitude to work and are not so connected with that big badge mentality nowadays.”


That might be true for employees, Head agreed, but not business owners, who nowadays could equally be young entrepreneurial millennials.


Status and hierarchy was now much less evident in modern businesses, noted Stamatis: “In many businesses today you wouldn’t know who the owner is, because they are sitting within the open space workplace as well.”


Company branding was also not so important to millennials who will have many jobs in their working lives.


Aki Stamatis


Fuze had no previous associations with Reading, said Wood, the business having started in London because clients flew into Heathrow and knew where Paddington was. Rapid growth prompted the Fuze move this year. “The more we looked at it, the Thames Valley M4 corridor and specifically Reading – as a tech hub, with lower costs, IT companies, university, talent pool, good lifestyle and easy commuting, especially with Crossrail coming – was an easy decision for us.”


“For us, who do a lot of work in Reading, that’s music to our ears,” said property consultant Head.


Leeson Medhurst


“In my baby-boomer generation it was said we would have four jobs of an 11-year average. It’s estimated the app generation will have 11 jobs in four years. With most startups not lasting five years, asking them to sign a five- year lease will be an issue. Social and generational pressure is absolutely coming to bear on property, businesses and work.”


Batho: “Generations coming through will be far less corporately loyal, because corporates have proven to be far less loyal to the individual.” Such generations will also be more selective about who they work for, another change to which corporates will have to respond.


THE BUSINESS MAGAZINE – THAMES VALLEY – JULY/AUGUST 2016


Nicholson agreed. “It is a growing trend with companies moving out along the M4 and M3 corridors – Maersk in Maidenhead, Time Inc to Farnborough BP. You are still seeing those ‘big badge’ moves: PepsiCo, Bayer and Thales at Reading’s Green Park, for example. A big part of the reason is to invest in a better working environment for staff retention, and winning the war for talent.”


Stamatis noted the rising boardroom role of the chief information officer – no longer “a geek on a laptop”, but a company information strategist. Technology is now important to how businesses function, and today workplace technology use often reflects a company’s culture.


Home sweet work-home


Williams said companies today were ‘investing in a home’ – staff retention, loyalty, work culture engagement, were now all key employer objectives.


Charlie Nicholson


Continued overleaf ... businessmag.co.uk


Does workplace image really matter?


Stamatis: “Yes. In Fourfront we have absolutely seen how workplace environment plays a major part in recruitment and retention.”


Wood stated that moving to stylish One Valpy in Reading not only pleased Fuze employees, but also Fuze clients who had welcomed the ‘big badge’ affirmation of an impressive premises, rather than a serviced office. “Our workplace is now an absolute showpiece for us.”


Employees might be keen to explore various job careers, but were also be prepared to stay and work productively if they felt ‘at home’ in their working environment. “Sometimes good mobile tech comms is not enough; people want to go to their work-home and communicate face-to-face with colleagues.”


Medhurst agreed. “People need people. Interaction is essential. Generation Z may be digitally aware, highly skilled, adaptable, the most influential in future work change, but they crave interaction with people.” Working with people, in a team was attractive; employers had to create attractive workplaces for them to come to.


Stamatis noticed that workplaces were becoming more like homes, in furnishings, décor and creature comforts. “Why tolerate bad coffee in the office when you wouldn’t at home, and yet you probably drink more coffee at work?”


The merging of work and home is more relevant for younger employees unable to afford their own home. Their ‘work-home’, with restaurant, showers, concierge laundry and booking services, might actually be more comfortable and convenient than their rented home. “Their workplace can become their social, interactive and functioning space, a major hub of their life, and there’s the message for workplace design and creation.”


Dean said London remained a massive draw for younger generations. “We have to work very hard to offer them something very special and attractive inside and outside of work, to stay in the Thames Valley.”


Glock agreed with Head: “Crossrail is a double-edged sword. Reading is not London, but I think its stands above


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