Download - The Future of the Workplace - Strategic Foresight Individual Assignment - Caz McLean - 07-06-2016
1.
The Evolution of Casey’s Workplace into the Future
Key Trends Influencing the World of Work A Discussion Paper
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1. Executive summary
Introduction
With implementation of Casey Workplace
Strategy well underway the fast paced
changes impacting the nature of work and the
role of the workplace requires Casey continue
to proactively plan for and design their
workplace.
Approach
An environmental scanning process and
trends analysis informed the development of
this discussion paper.
Limitations
Discussion of the key trends by a diverse
range of stakeholders is proposed as stage 2
of this strategic foresight process as a way of
addressing the limitations likely to be
associated with this report such as the
assumptions and personal perspectives of the
writer.
Key trends and questions for
discussion
Consideration of the following questions will
help Casey to respond to the key trends
impacting on the future of work with the view
to developing of a 3-5 year action plan to
ensure ongoing evolution of our workplace
into the future.
A fast growing and changing population
1. How can Casey provide a greater level of
high quality services to a population set to
double in size by 2036?
2. What are the features of the physical
workplace that will best support this?
1. Building on the existing workplace model
how can the physical workplace support a
digital first approach to improve
productivity even further? What might
this look like?
5 generations at work
3. How do we engage and communicate
with all the generations in the workplace?
4. What does the workplace look like that
successfully attracts and retains young
people into the future?
5. What are the new retirement models to
ensure senior workers skills and expertise
are shared with younger employees as
part of a planned departure from the
workplace?
Employee experience
6. How do we create employee experiences
that matter?
7. How do we create a workplace that will
result in people choosing to work with us?
8. How can the physical workplace,
technology and the culture of the
organisation work together to support the
employee experience?
Using density and utilisation data to drive
performance
9. How can we manage the growing demand
for space given the potential for pressure
to drive down costs by increasing the
static density with a lower desk to staff
ratio and little consideration of the
broader use of space?
10. How can we use the flexible working
model to drive productivity and
performance?
The constant and fast pace of technological
change
11. How will our organisation’s culture
respond to an environment of constant
change?
12. What will be the role of our leaders?
13. How can we build our digital capacity in
regard to virtual communication and
connectivity and integrate it into our
business practices and the physical
workplace so it is who we are rather than
something extra we do?
14. How can the physical space embody this
constant change?
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Creating a workplace where people want to
be
15. How can we continue to focus on creating
a workplace where people want to be,
rather than assuming they need to be
there?
16. What is our value proposition for the
workplace consumer that differentiates us
as an organisation in the market place?
17. How can the physical space be best
utilised to enable maximum flexibility in
our approach to work?
2. Introduction
Recognising the potential of the physical
office space in improving productivity and
enhancing customer satisfaction and the
employee experience is a relatively new
concept for Casey City Council. In fact local
government across Australia has only recently
begun to respond to the changing nature of
work by providing the kind of workplaces that
support the flexibility that is increasingly
becoming the cornerstone of the modern
workplace (CBRE et al, 2015).
Now recognised as leaders in the sector,
Casey began implementing their flexible
working model (our version of activity based
working) in June 2014, with the following six
workplace objectives firmly in our sites:
Enhancing our Customer Focus
Supporting our People
Creating a Place to be Proud of
Being connected and collaborative
Flexible, adaptable and futureproof
Being Efficient and Effective
Articulated in Casey’s Workplace Strategy
(SpaceLogic, 2014), the requirements of the
flexible working model have informed the
design of the new Council office space, part of
the Bunjil Place regional development, set for
completion in mid 2017.
Figure 1: Architects Impression of Bunjil Place
Implementation of the Workplace Strategy is
one of 21 projects being implemented
through the Efficiency and Effectives Plan in
response to the changing nature of work and
the role of the workplace. This includes the
need to better align ourselves to efficient
work processes and increasing customer
expectations, with a focus on performance
and business improvement projects that will
achieve the most benefit in a short time.
3. But what’s next?
With implementation of the Workplace
Strategy well-underway, adequate
resourcing, a robust project management
approach and an appropriate governance
structure have ensured the project is on track
for success. But can this success be so easily
assumed?
As Casey’s current workplace model was
developed in late 2013, with implementation
expected to continue well beyond 2017, it is
likely that the trends impacting on the
workplace may already be changing.
While it is anticipated that the new workplace
will be flexible, adaptable and futureproof, in
order to fulfil this objective, it is essential that
Casey continues to grapple with the ever
changing nature of work in order to take full
advantage of the many opportunities and
challenges this fast changing landscape
brings.
“A responsive workplace must also constantly
adapt to change, as the organisation that
supports it changes” (SpaceLogic, 2014).
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A new approach
The move to Bunjil Place in mid 2017
represents a significant milestone; however
the evolving nature of work and the role of
the workplace require Casey continues to
proactively plan for and design our workplace
of the future. This is an emergent area of
business for Casey that transcends traditional
areas of work such as that performed by
Organisational Performance, Human
Resources, Building Services, and Information
Technology.
This new area of business also requires a new
approach. Often referred to as strategic
foresight, this new approach will enable Casey
to take a long term view of the world of work
and use the insights gained to ensure Casey’s
workplace continues to evolve and develop in
the way we want and need it to into the future
(Slaughter, R
http://www.foresightinternational.com.au).
4. Creating the future
This discussion paper forms the first of a three
staged strategic foresight process designed to
support Casey to continue to evolve their
workplace into the future.
The purpose of the discussion paper is to
enable stakeholders to consider a range of
key trends impacting on the world of work.
Stage two involves stakeholders working
together to consider the key trends with the
view to developing an array of expanded
potential futures or strategic options for the
workplace of the future (Voss, J, 2003).
Stage 3 involves stakeholders working toward
shared agreement around the actions we
need to take now in order to continue to
evolve Casey’s workplace into the future.
Stage 1
1.1 Environmental scanning and trend analysis
1.2 Key Trends Shaping the World of Work - A Discussion Paper
Stage 2
2.1 Stakeholder discussion of key trends
2.2 Development of a range of expanded potential futures
Stage 3
3.1 Evolving Casey’s workplace into
the future - our vision
3.2 Development of a 3-5 year plan to
create the workplace of the future
Table 1: Strategic Foresight Process
The strategic need
This strategic foresight process responds to
the strategic question of how Casey can keep
pace with the ever changing world of work so
we are in a position to proactively respond to
emerging trends and ensure the workplace
continues to evolve into future.
Specifically, this discussion paper responds to
the following key question:
1 What are the key trends impacting on the
future of work?
2 What are the key areas for discussion that
will help to shape their future workplace?
5. Key Trends
By working to create a modern, flexible
workplace, combined with 21 other projects
being implemented as part of Casey’s
Efficiency and Effectives plan, such as:
continuous improvement framework, Casey’s
first digital strategy and the ICT operating
model (including a significant shift to cloud
computing) in many ways Casey is already
making considerable progress towards
creating the organisation it wants and needs
to be into the future (Casey, 2014).
Figure 2: Macquarie Banks Atrium, 1 Shelly St, Sydney
However, given the world of work is changing
at such a rapid rate, many say faster than it
ever has before (Morgan, J 2014; Hajkowicz, S
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et al 2016; Störmer, E et al 2014) it is
important that Casey continues to think about
and plan for the future of the workplace.
Consideration of the key trends outlined in
this section of the discussion paper will inform
the development of a plan to guide us over
the next 3-5 years to ensure Casey continues
the evolution of our workplace into the future.
As articulated by the Workplace Strategy, the
workplace is so much more than the just a
building. The success of the workplace is
realised in the way in which it supports its
inhabitants. It is the way in which people use
the workplace that brings it to life and defines
its value (SpaceLogic 2014). As such the
workplace is best understood as a
combination of four different and interrelated
elements:
People Who we are and what we value
Process The things we do
Technology The things we do them with
Place The places we do them in
The key trends included in this section of the
discussion paper are structured around these
four workplace pillars.
People: who we are and what
we value
A fast growing and changing
population
Casey is one of the fastest growing
municipalities in Australia with a current
population of approximately 283,000 (at 31
December 2014) that is projected to grow to
459,000 by 2036 (Casey City Council, 2014a).
This growth in the population, combined with
the introduction of rate capping, will place a
considerable strain on Casey’s resources. The
impact of this will be experienced most keenly
as the less densely-populated areas urbanise,
as it will not necessarily follow that Casey’s
workforce will increase at the same rate as the
population. In addition, the demand for
Council’s services is likely to change as the
existing population ages and new residential
areas are created (SpaceLogic, 2014).
As reflected through the Efficiency and
Effectiveness Plan, a key challenge for Casey
is the ever growing strategic imperative to do
more with less, while continuously improving
the quality of services provided to the
community (Casey City Council, 2014b).
For discussion
2. How can Casey provide a greater level of
high quality services to a population set to
double in size by 2036?
3. What are the features of the physical
workplace that will best support this?
4. Building on the existing workplace model
how can the physical workplace support a
digital first approach to improve
productivity even further? What might
this look like?
5 generations at work
Five generations of employees will be
together in large organisations by 2030
(ADECCO, 2015). Therefore, different ways of
engaging with the workforce will be required,
and the ageing population will mean that 16-
year-olds will be working alongside 70-year-
olds (ADECCO, 2015).
The millennial generation, born between 1980
and 2000 are entering the workforce in
considerable numbers, and will shape the
world of work for years to come (PWC, 2011).
Millennials (aged between 12 and 24) are
projected to comprise 50% of the workforce
by 2020 (PCW, 2011). Considering Millennials
and Gen Y’s currently only account for
approximately 15% of Casey’s workforce with
the majority of staff (58%) Gen X (32-50)
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followed by the Baby Boomers 20% (51-60)
(SpaceLogic 2014), this represents a dramatic
shift.
Gen X and Baby Boomers generally believe in
a more traditional command and control type
of management. They value working
individually, often see managers as experts
and like clear boundaries. Their perspective
tends to be more inward looking compared to
millennials (UNC, 2012).
In contrast millennials tend to be optimists
about life and see it in a more circular way,
with many opportunities to stop along the
way, to take photos and share their
experiences instantly via social media (UNC,
2012).
Figure 3: Digital Natives
Crucial to understanding the millennial
generation is their affinity with the digital
world. They have grown up with broadband,
smartphones, laptops and social media as the
norm and are used to having instant access to
information. This is the first generation to
enter the workplace with a better
understanding of key business tools than their
senior counterparts (PCW, 2011). They are
digital natives, compared to Gen X and the
Baby Boomers who are digital immigrants.
Figure 4: Rupert Murdoch differentiates digital natives
from digital immigrants
Combined with their digital affinity, some of
the key characteristics of millennials that
differentiates them from previous
generations include:
Ambition and yearning to keep learning and
progress rapidly upwards through an
organisation, and a willingness to move on
quickly if their expectations are not met
Uncomfortable with inflexible corporate
structures and alienated by information
silos
They want a flexible approach to work, but
also want very regular feedback and
encouragement
Their work needs to be meaningful and feel
worthwhile, with their efforts recognised
(PCW, 2011)
Data regarding Generation Z (born 1995-
2009) is also emerging that suggests they
might demand new work environments. This
generation is likely to be creative and digitally
minded. According to the CSIRO’s
Tomorrow’s Digitally Enabled Workforce
report, nearly 50 per cent of teenagers are
connected for over 10 hours a day. Of
particular note, members of Generation Z are
reported to also prefer face-to-face
communication over technology enabled
exchanges. They want life-long learning and
hope to change the world. They are also
entrepreneurial, with as many as 60-70 per
cent aiming to start own business (Hajkowicz,
S et al 2016).
Attracting the best of the millennial and Gen
Z workers is critical to the future of Casey. To
succeed at this we must embrace the
differences the younger generation brings
and see this as providing an insight into the
way forward for our leaders and the
workplace.
While we need to attract the best and the
brightest, the evidence also tells us that
young people are finding it increasingly
difficult to access the labour market, with the
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proportion of full-time, permanent
opportunities shrinking (Forbes, 2015; IPPR
2015). This may provide particular
opportunities for Casey to position itself as an
employer of choice for young people into the
future.
Our valuable ageing workforce
Our ageing workforce is equally valuable and
while the Baby Boomers are not likely to be
around in 2030 the eldest of the Gen X’s
careers will be drawing to a close. In the
meantime the kinds of changes that will be
important to embrace relate to creating a
workplace the values and celebrates the
contribution and diversity offered by all ages
and cultures.
Tapered and other new retirement models
have the potential to creatively utilise the
skills of the ageing workforce while ensuring
positions are generated for younger people. In
a tapered retirement model an employee
gradually reduces and changes their duties
rather than stopping completely (Hajkowicz,
S et al 2016).
In addition, retirees could be invited back into
the workforce in a variety of different
employment arrangements such as part-time,
short-term, and flexibly so as to fully utilised
their skills and expertise and capitalise on the
longevity of the older population.
For discussion
5. How do we engage and communicate
with all the generations in the workplace?
6. What does the workplace look like that
successfully attracts and retains young
people into the future?
7. What are the new retirement models to
ensure senior workers skills and expertise
are shared with younger employees as
part of a planned departure from the
workplace?
Employee Experience
Closely aligned with the emergence of the
sharing economy and entrepreneurialism
reflected in the Millennials and Gen Zs is an
increasing focus amongst organisations on
the employee experience (Grasso, N 2014).
The premise is that real employee
engagement can only be achieved by treating
employees in the same way as our customers
(Morgan, J 2016a).
Figure 5: Employee Experience (Morgan, J 2016b)
This involves understanding what employees
value and really care about by asking people
why they work for us , and what they are
passionate about in the workplace so that
meaningful employee experiences can be
created (Grasso, N 2014). Casey’s
organisational wide expression of interest
process initiated for the Efficiency and
Effectiveness projects is an example of a
process that asked employees to share their
interests and skill sets, which often extended
beyond those required for their day-to-day
job. These skills were then matched with
relevant projects and staff were given the
opportunity to change jobs.
Fast Forward 2030: The Future Work and the
Workplace (CBRE et al, 2015) reports that
experts and business leaders in this study
rated attraction and retention of the best and
brightest employees as the number one
competitive advantage in 2030. Whilst most
people will join as employees, a growing
number of freelancers, small groups and
partner businesses will choose to work with us
rather than working for us (CBRE et al, 2015).
For discussion
8. How do we create employee experiences
that matter?
9. How do we create a workplace that will
result in people choosing to work with us?
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10. How can the physical workplace,
technology and the culture of the
organisation work together to support the
employee experience?
Process: the things we do
Using density and utilisation data
to drive performance
Activity Based Working initially emerged out
of the property sector and the demand
amongst tenants for a more flexible use of
space that also enabled better utilisation of
the space. In effect this meant doing more
with less. Similarly, with an 8:10 ratio, Casey’s
flexible working model means fitting
significantly more people into a smaller space,
while also accommodating growth into the
future. This involves increasing our static
density or the space per sq. ft. dedicated for
each work station.
Importantly, the evidence tells us that while
increasing the static density can provide
moderate savings, this is generally perceived
by employees as ‘taking away’ (CBRE, 2015)
and may negatively impact the potential for
productivity gains that can be achieved
through flexible working.
The evidence suggests that basing a
workplace model purely on cost savings is a
significant business risk (CBRE, 2015). The
offer with Casey’s flexible working and the
new Bunjil Place office space is that the loss of
personal space and the shift from mine to
ours, is more than compensated for by the
amenities, the far greater range of spaces, the
technology and the ability to work where,
how and with whomever we choose in order
to get the job done in the best way possible.
This is referred to as dynamic density.
Emerging through implementation of the
flexible working model at ViBE, Casey’s pilot
site, is evidence to suggest we are working at
a lower desk to person ratio with an average
ratio of 7:10, occasionally even dropping to
6:10. This is due to a range of factors including
higher than anticipated numbers rotating
through the pilot program combined with
locating additional staff at ViBE such as
Information Management and Information
Technology support staff, staff working at the
site after or before meetings, and the new
Digital Casey team (Casey City Council, 2016).
The implementation of space management
technology across all of sites will provide
more detailed space utilisation data, but while
it appears that the space savings generated
through the flexible working model and the
reality of just how often people are based at
the office may suggest a greater capacity to
reduce the desk to person ratio it will be
important moving into the future that we
remain focussed on the broader context of
the workplace and the overall benefits to be
achieved through the flexible working model.
This is particularly important within a rate
capping environment where there is likely to
be ongoing pressure to do more with less. As
seen in the property sector a key trend is to
drive down costs by increasing the static
density with a lower desk to staff ratio with
little concern for the value proposition to
employees (CBRE, 2015).This focus on cost
saving is a significant risk that has the
potential to negatively impact our ability to
create a workplace that people want to be a
part of, while also enhancing the employee
experience.
For discussion
11. How can we manage the growing demand
for space given the potential for pressure
to drive down costs by increasing the
static density with a lower desk to staff
ratio and little consideration of the
broader use of space?
12. How can we use the flexible working
model to drive productivity and
performance?
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Technology: The things we do
them with
The constant and fast pace of
technological change
While Australia’s workforce is continually
changing, the current period is characterised
by a combination of forces likely to be
associated with greater, faster and different
transitions than previously experienced
(Hajkowicz, S et al 2016).
Figure 6: The Only Constant is Change, Heraclitus of Ephesus (535 BC – 475 BC)
Change has always occurred, but the pace of
change, in particular the speed of
technological change we are likely to
experience is extraordinary, and is having a
major impact on, and being driven by,
changing customer expectations, accelerating
technology development, and evolving
workforce structures and participants
(Hajkowicz, S et al 2016).
The Internet of Things (IoT) is one of the
major technical changes already occurring
(Hajkowicz, S et al 2016, Morgan, J 2014). IoT
is just a way of referring to the concept of
connecting any device with an on and off
switch to the Internet (and/or to each
other)(Morgan, J 2014). This is due to
broadband internet becoming more widely
available, the cost of connecting decreasing,
more devices being created with Wi-Fi
capabilities and sensors built into them,
decreasing technology costs, and massive
increases in smartphone use (Morgan, J 2014;
Hajkowicz, S et al 2016).
Endless opportunities and connections will be
possible as a result of the IoT and while it is
impossible to think of or understand all of the
implications for Casey, it is important that we
start thinking about these changes now.
There are already a number of key issues
emerging that are important for Casey to
consider such as:
Security and ensuring information stored in
all of the devices remains protected
Privacy and data sharing
Storage for all the data the devices produce
as well as working out how to monitor and
analyse the data in order to improve the
customer and employee experience.
In grappling with these challenges it is
important that we adopt a mindset focused
on the possibilities for the future, rather than
outmoded ways of working and thinking that
no longer serve us.
This means drawing on the expertise of the
younger generations in the workplace, and
those that are not yet employed by us
through improved connectivity and face to
face interactions to understand better the
opportunities from their perspective.
Figure 7: 200 Billion Smart Connected Devices expected
by 2020 (Source: Hajkowicz, S et al 2016)
All parts of the organisation must be included
in our conversations about the future with
opportunities for innovation and
improvement integrated into everything we
do.
2,000,000,000
15,000,000,000
200,000,000,00
0
0
50,000,000,000
100,000,000,000
150,000,000,000
200,000,000,000
250,000,000,000
2006 2015 2020
Smart connected devices
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Figure 8: Connectivity
This increased connectivity will allow us to tap
into a much wider collective intelligence and
provide us with new approaches to solve
problems, as we all learn and teach
continually though our networks, solving
problems and identifying opportunities along
the way (Morgan, J 2014).
For discussion
13. How will our organisation’s culture
respond to an environment of constant
change?
14. What will be the role of our leaders?
15. How can we build our digital capacity in
regard to virtual communication and
connectivity and integrate it into our
business practices and the physical
workplace so it is who we are rather than
something extra we do?
16. How can the physical space embody this
constant change?
Place: the places we do them
in
Creating a workplace where
people want to be
A key assumption underpinning the way we
think about work is that people need to work
within, or for our organisations (Morgan, J
2014). The emergence of the sharing
economy, as demonstrated by the rise of
Airbnb, Uber and Freelancer.com, is providing
people with alternative ways of generating
income and sharing resources (CBRE, 2015a).
This suggests that we can no longer assume
that people will need to work for us into the
future (Morgan, J 2014).
Figure 9: Future of Work Space Invaders Designing for
Generation Z (HAG, 2015)
The Smart Workplace 2040 report creates a
future scenario where Nina, an entrepreneur,
a working parent, an artist, living and working
in 2040 has a work environment that is spread
across a digital area from her home, to her
eco campus in the city and other working
hubs she has access to. Commuting is not
required unless she has to meet people face
to face, and the majority of her working time
is spent in front of her device(s) of choice
connecting to others virtually (CBRE, 2015b).
Nina, represent the rise of the consumer of
the workplace.
While the smart workplace is imagined for
2040, many of the features described such as
the virtual connectivity, using multiple
devices, collaboration and the crucial role of
technology are already evident today.
Combined with the emergence of the sharing
economy and the increased flexibility being
actively encouraged through Casey’s
workplace model it is highly probable that the
physical workplace will simply become one of
many tools in a much broader landscape,
where the boundaries between work, life and
socialising become increasingly blurred (Ross,
P 2015; CBRE, 2015b).
Continuing to focus on creating a workplace
where people want to be, rather than
assuming that they need to work for us, or be
physically present, is central to the evolution
of Casey’s workplace.
Page | 10
For discussion
17. How can we continue to focus on creating
a workplace where people want to be,
rather than assuming they need to be
there?
18. What is our value proposition for the
workplace consumer that differentiates us
as an organisation in the market place?
19. How can the physical space be best
utilised to enable maximum flexibility in
our approach to work?
6. Conclusion
Implementation of the Workplace Strategy
represents a new way of understanding and
utilising the workplace for Casey. It recognises
that the workplace is far more than simply a
building, and is as much about culture and
behaviour as it is about space.
The Workplace Strategy was created to
provide a blueprint for the design of the Bunjil
Place office accommodation as well as
outlining the workplace model for the
organisation. With implementation of the
strategy well underway the fast paced
changes impacting the nature of work and the
role of the workplace requires Casey
continues to proactively plan for and design
their workplace.
One of the key strengths of the strategic
foresight process outlined in this discussion
paper is that it will provide us with a way to
move beyond our own experience and
perspectives so we can stretch our
imagination and thinking about the workplace
of the future. This is important if we are to
move beyond simply reinventing business as
usual.
This discussion paper highlights a number of
key trends and associated questions that are
central to the future of Casey’s workplace.
The next step in this process will bring
stakeholders from all levels and parts of the
organisation together to explore these trends.
Figure 11: The future of Work
The outcomes of this discussion will inform
the preparation of a series of scenarios to help
those same stakeholders to consider a range
of expanded potential futures for Casey’s
workplace.
A 3 – 5 year action plan will then be developed
to help us continue to evolve the workplace
and shape the future we want and need to
create.
It is expected that this kind of process will be
ongoing as new trends emerge forcing us to
re-look at the future.
The future does not just happen, but is created
by us and the action we take now. (Slaughter,
R, http://foresightinternational.com.au/)
Page | 11
7. References
Adecco, 2015 “The Reality of Talent”,
Tomorrow’s Workplace, Issue Ten,
http://www.adecco.com.au/PublishingImages
/tomorrow%27s%20workplace.pdf, viewed 30
May 2016
Arthur, L 2013 “What is Big Data?”
http://www.forbes.com/sites/lisaarthur/2013/0
8/15/what-is-big-data/#19489af23487, viewed
30 May 2016
Casey City Council, 2014a Demographic Data,
http://www.casey.vic.gov.au/council/about-
casey/demographics, viewed 30 May 2016
Casey City Council, 2014b Efficiency and
Effectiveness Plan, unpublished report
Casey City Council, 2016 Project Status
Report, unpublished report
Cukier, C 2015 “Big Data and the Future of
Business”, MIT Technology Review, The
Economist,
https://www.technologyreview.com/s/538916/
big-data-and-the-future-of-business/, viewed
30 May 2016
CBRE, 2015 Space Utilisation: the Next
Frontier, unpublished report
CBRE, 2015b Smart Workplace 2040, The Rise
of the Workspace Consumer
https://assets.entrepreneur.com/static/14343
96498-office-future-might-look-like-
infographic.jpg?_ga=1.75240785.237539467.1
464660956, viewed 30 May 2016
CBRE and Genesis, “2015 Fast Forward 2030:
The future of work and the workplace”,
file:///C:/Users/User/Downloads/CBRE_Genesi
s_FAST_FORWARD_Workplace_2030_Exec_
Summary_E%20(1).pdf, viewed 30 May 2016
Efron, L 2015 Why Millennials Don’t Want to
Work for You, Forbes
http://www.forbes.com/sites/louisefron/2015/
12/13/why-millennials-dont-want-to-work-
for-you/#1a2b93d73ed4viewed, viewed 30
May 2016
Grasso, N 2014 “The Difference Between
Employee Engagement and Employee
Experience”
http://workdesign.com/2014/05/difference-
employee-engagement-employee-
experience/, viewed 30 May 206
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