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Office environment solutions for supporting knowledge workers’ occupational well-being
(2021)
Opinnäytetyö keskittyy työhyvinvointiin toimistoympäristössä. Työn tavoitteena on selvittää, millaisten fyysiseen työympäristöön liittyvien ratkaisujen avulla voidaan tukea tietotyöläisten koettua hyvinvointia. Tarkoituksena opinnäytetyöllä on tukea...
The thesis deals with well-being in the office environment. The objective of the study was to find out the physical work environmental solutions that support the well-being of knowledge workers. The aim was to help workplace designers work and reveal the changed needs concerning physical office space in the post-COVID-19 era. The development project was commissioned by Workspace Oy and the case company was selected from their client base. This thesis follows the theories from knowledge-based working, modern work, workplace development and occupational well-being. All these areas of interest had a role in creating the conclusions of the thesis. Modern knowledge work by its nature is challenging for workplace development. Spaces should support collaborative teamwork, focused individual work and hybrid working. Not to forget that all employees experience well-being individually. The development work begun with a desktop study which focused on analyzing workplace surveys done to the client company’s previous customers. To deepen the understanding of the research topic, theme interviews were done for Workspace Oy’s selected project managers. At the last stage of the development project, co-creative workshops were held to gather user insight to the matter. The development project utilized service design methods. The Double Diamond framework guided the development project, construction of workshop structure and facilitation plan. The results were derived from analyzed stakeholder insights that were combined with the theory introduced in this thesis. Well-being is one of the top factors when a knowledge worker evaluates their employer. This thesis focused on physical work environment and what can be done at the offices to support the post-COVID hybrid working. Several concrete solutions came up, mainly to support the hybrid working at the office. Yet it must be stated that many well-being factors cannot be solved with space planning. A more holistic approach is needed to answer the well-being challenge of a knowledge worker in the post-pandemic era. Keywords: Knowledge work, modern work, occupational well-being, activity-based office...
The thesis deals with well-being in the office environment. The objective of the study was to find out the physical work environmental solutions that support the well-being of knowledge workers. The aim was to help workplace designers work and reveal the changed needs concerning physical office space in the post-COVID-19 era. The development project was commissioned by Workspace Oy and the case company was selected from their client base. This thesis follows the theories from knowledge-based working, modern work, workplace development and occupational well-being. All these areas of interest had a role in creating the conclusions of the thesis. Modern knowledge work by its nature is challenging for workplace development. Spaces should support collaborative teamwork, focused individual work and hybrid working. Not to forget that all employees experience well-being individually. The development work begun with a desktop study which focused on analyzing workplace surveys done to the client company’s previous customers. To deepen the understanding of the research topic, theme interviews were done for Workspace Oy’s selected project managers. At the last stage of the development project, co-creative workshops were held to gather user insight to the matter. The development project utilized service design methods. The Double Diamond framework guided the development project, construction of workshop structure and facilitation plan. The results were derived from analyzed stakeholder insights that were combined with the theory introduced in this thesis. Well-being is one of the top factors when a knowledge worker evaluates their employer. This thesis focused on physical work environment and what can be done at the offices to support the post-COVID hybrid working. Several concrete solutions came up, mainly to support the hybrid working at the office. Yet it must be stated that many well-being factors cannot be solved with space planning. A more holistic approach is needed to answer the well-being challenge of a knowledge worker in the post-pandemic era. Keywords: Knowledge work, modern work, occupational well-being, activity-based office...
The EX-factor : exploring elements of the employee experience
(2023)
parhaimmillaan yhdistää kaikki kolme. Organisaation päätarkoitus on oppia tukemaan työntekijöitä parhaiten heidän työssään. Työ muuttuu nopeasti. Työntekijäkokemusajattelu on hyödyllistä muutosjohtamisessa, sillä se luo empatiaa. Työntekijöiden ymmärtäminen ja...
Employee experience thinking puts the employees in the center of the organization’s work. It can be defined in many ways according to the approach. The perspective can be managerial, organizational or individual but at best combining all three. The main purpose for an organization is to learn how to support the employees best at their work. The work is changing fast. Employee experience thinking is useful in change management for it creates empathy. Understanding the employees and acknowledging their expectations and work in a changing internal and external operational environment enhances engagement, wellbeing, and better performance. Employee experience affects customer experience and employer brand. Every organization is unique and should be considering designing their own framework for the employee experience according to their own preferences and emphasis. The development method in this paper is close to action research. The task is to design a framework and explore elements of the employee experience for the case organization. The desired outcome is a suggestion for the first steps to explore the employee experience in the organization and the result is a list of doings, including possible questions for the employees and a step-by-step guide for a co-creating process. It can be useful for other organizations aswell, keeping in mind that it should be designed hand in hand with the organization’s own strategy. In this case, the organization wanted to emphasize the already established managerial coaching guidelines which naturally affected what elements would be chosen for the employee experience framework. The employee experience should be analyzed together with data of wellbeing, engagement, and performance. These can be seen as indicators of a good employee experience. It is essential to engage employees into the employee experience process from the beginning. The employee experience thinking has a close relationship to design, customer experience thinking and leading with empathy. Design thinking and service design tools have been found especially useful for co-designing the employee experience. For further development it would be useful to combine and analyze all the employee experience approaches and build a step-by-step guide with different types of co-creative processes for exploring the employee experience for different purposes (managerial, employer branding, wellbeing etc.)....
Employee experience thinking puts the employees in the center of the organization’s work. It can be defined in many ways according to the approach. The perspective can be managerial, organizational or individual but at best combining all three. The main purpose for an organization is to learn how to support the employees best at their work. The work is changing fast. Employee experience thinking is useful in change management for it creates empathy. Understanding the employees and acknowledging their expectations and work in a changing internal and external operational environment enhances engagement, wellbeing, and better performance. Employee experience affects customer experience and employer brand. Every organization is unique and should be considering designing their own framework for the employee experience according to their own preferences and emphasis. The development method in this paper is close to action research. The task is to design a framework and explore elements of the employee experience for the case organization. The desired outcome is a suggestion for the first steps to explore the employee experience in the organization and the result is a list of doings, including possible questions for the employees and a step-by-step guide for a co-creating process. It can be useful for other organizations aswell, keeping in mind that it should be designed hand in hand with the organization’s own strategy. In this case, the organization wanted to emphasize the already established managerial coaching guidelines which naturally affected what elements would be chosen for the employee experience framework. The employee experience should be analyzed together with data of wellbeing, engagement, and performance. These can be seen as indicators of a good employee experience. It is essential to engage employees into the employee experience process from the beginning. The employee experience thinking has a close relationship to design, customer experience thinking and leading with empathy. Design thinking and service design tools have been found especially useful for co-designing the employee experience. For further development it would be useful to combine and analyze all the employee experience approaches and build a step-by-step guide with different types of co-creative processes for exploring the employee experience for different purposes (managerial, employer branding, wellbeing etc.)....
