Managing Change: the key to a successful workplace transformation

When considering a workplace change, whether it be a relocation or refurbishment of existing premises, the physical workspace is important, but is only part of a much bigger picture. What is equally as important is ensuring that employees are ready for the new workplace and know how to use it to its full potential from day one.

Many organisations underestimate the complexity of this process, focusing more on the physical or logistical aspects of the workplace change, rather than the impact on their people and the level of behavioural change required. Given that people are an organisation’s number one cost, it is crucial that they are central to any workplace change.

The role of change management has become increasingly important in recent years. In the past an office relocation typically meant a shift from one traditional work environment to another. These days, it usually signifies a shift to a completely new work environment and an entirely new way of working. This often includes a transition from assigned seating to unassigned/shared seating, which can be a significant, and challenging change for many people.

Workplace change management combines property expertise, communication, education, and reassurance. We develop a change strategy and plan to ensure that key messages are reiterated, and areas of concern are addressed. We engage with different areas of the business to understand what is most important to them, and support leaders in becoming true advocates of the change. Another key focus is building a sense of anticipation and excitement as, ultimately, a workplace change is a real ‘good news story’ for the organisation.

“CBRE’s Workplace Consulting team draws on extensive global resources and expertise to support our clients through workplace change, ensuring a seamless transition and minimal disruption,” says Cooper. “In addition, my background in Psychology and Human Resources allows me to support clients through some of the trickier aspects of workplace change, such as highly change-resistant teams or individuals.”

Cooper has recently completed projects with three high-profile Auckland clients who recognised the importance of supporting their people through a workplace change. Oceania Healthcare, the leading provider of premium healthcare services, relocated its 110-person corporate office to Level 26 of Auckland’s HSBC Tower in February 2024.

“Oceania’s office relocation provided the opportunity to create an exceptional work environment that supported greater collaboration and connection, while providing an opportunity for the team to work in more agile and flexible ways,” says Cooper.

The first day and weeks in the new office saw record attendance and feedback about the new space was overwhelmingly positive. The team has quickly settled into new ways of working, making use of the variety of spaces and settings, as well as new technology.

Andrew Buckingham, Group General Manager Property & Development at Oceania Healthcare, says that the change management process was exceptionally handled. “We certainly couldn’t have achieved anything similar using only inhouse resources. I would advocate using a third party to undertake change management every time. CBRE understood our needs and undertook a key piece of work that is often ignored in office relocations.”

A leading insurance and advisory firm also navigated a workplace change at the start of 2024 when relocating to new premises in the Auckland CBD. The relocation provided the firm with an opportunity to embrace more agile ways of working. We created and executed a plan that set expectations for employees so that they understood the required behaviours and had all the necessary tools to be productive. In addition, employees attended site tours and information sessions to help prepare for the new environment. A welcome guide with key information about the new office was issued prior to the move, and feedback was extremely positive as everyone settled into the new space.

In February 2024 the New Zealand Automobile Association (AA) relocated their Head Office to Level 5, 20 Viaduct Harbour Avenue after 30 years at 99 Albert Street.

“It’s not an exaggeration to say that this project would not have been delivered as successfully within our very tight time constraints without CBRE’s involvement, as we did not have the capacity to manage this in house at that time.” says Megan Ferguson, Head of Change Enablement at the NZ Automobile Association.

Cooper says that a key link between these three office relocations is that the clients identified the need for external support in delivering their workplace change.

“Organisations often have the internal capability to deliver a workplace change. What they don’t have, however, is the internal capacity to deliver this change. Employees are busy with their “day jobs”, so any change responsibilities would be in addition to that. CBRE partners with our clients to centralise and oversee the change process, ensuring that everyone is clear on what needs to be done and when. Workplace change is always a team effort, but someone needs to lead the process.”

All three clients started from the same place: they wanted to support their people. They are great examples of organisations that put their people first and understood the need for a structured approach to workplace change.

As she looks ahead, Cooper is curious to see how workplace change evolves. “Right now, organisations are transitioning from traditional work environments and working models to new, progressive ones. We can’t underestimate the magnitude of this shift or the time it may take for this to play out. The one thing we can always count on, of course, is change itself.”