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Architects and designers have a reputation for having their heads in the clouds. Facility managers have a reputation for resisting change. Whether or not those reputations are warranted, it's true that architects and designers see things differently than facility managers. The research Herman Miller did in the summer of 2012 bears that out. A total of 710 A+D and facility professionals responded to the survey.
Work at its best helps us be our best. Beyond providing a paycheck, work connects us to others and allows us to contribute to something larger than ourselves. It gives us the opportunity to learn and grow and to experience flow—that state of being so fully engaged in a stimulating activity that we lose all sense of time.
But unless we are comfortable, it's difficult to get lost in our work. A holistic, health-positive office that encourages movements large and small throughout the day helps us feel better. It improves health *1, comfort *2, and connection. And when we feel better, we work better. We're more productive *3, organized, and satisfied at work.
In a recent study of over 1,000 small business owners, 93 percent said the health of their employees is important to their business's bottom line. Surprisingly, and unfortunately, a mere 22 percent currently have a wellness program in place.
Does your office space:
Support your corporate strategy?
Attract talented and creative people?
Deliver your intended message?
Increase productivity and reduce operational costs?
Meet your health and safety requirements?
What We Know:
Physical inactivity is a risk factor for cardiovascular disease, and it is becoming increasingly prevalent. It ranks similarly to cigarette smoking, high blood pressure, and elevated cholesterol as contributors to heart ailments. When a person’s activity level declines, the rate of heart disease increases. What’s more, less active, less-fit persons have a 30 to 50 percent greater risk of developing high blood pressure (New York State Department of Health, 2008). Only 30.9 percent of U.S. adults report engaging in leisure-time physical activity (American Heart Association, 2008).
Easy come, easy go.
For years companies accepted employee turnover as part of the cost of doing business. Some companies, lulled into complacency by a sleepy economy, a surplus of workers, and the belief that they can hire a replacement at a lower salary, still do. Experts predict that as the economy continues to strengthen those companies are in for a rude awakening. Workers, weary of having to do more with less and irritated by the lack of growth opportunities in their current job situations, are quietly networking over lunch or at their kids’ soccer games looking for something better. Estimates for just how many are considering changing jobs range from 30 to 86 percent1, which means it could be anything from seriously disruptive to devastating for some companies.
Change is rampant in North American enterprises—technological, social, demographic, economic, and political change at both global and local levels. Business realities are more tumultuous than ever before. Today’s organizations are undergoing a fundamental transformation in the way they think about, organize, and carry out work in a global competitive economy. This movement is characterized by a change from large, hierarchical, command-and-control organizations to smaller, more fluid, team-oriented enterprises with greater participation from an empowered work force.
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Prestige Business Interiors
60 Northland Road, Unit 5
Waterloo, ON N2V 2B8