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Given the uncertainty of the pandemic and how our workspace would need to adapt to continuous changes in health protocols and government agency requirements, Stong said she needed to be more self-sufficient with creating relevant workspace plans and be swiftly responsive to changes. “With access to Revu, utilising outside resources to manage the return-to-office workspace planning didn’t seem to make sense,” Stong said she remembered thinking at the time. Enabling quick-and-nimble planningĪs the early weeks of all-company remote work settled in, Stong began receiving inquiries from vendors offering to assist Bluebeam with workspace reconfigurations and occupancy management solutions considering the likely post-COVID requirements to come. In-office kitchen areas would need to be reimagined, along with the common areas and other informal gathering spaces.Īdditionally, floor markers, as visual cues, making sure physical distance requirements are met, as well as zones for temperature checks, are markings that were included on the return-to-office plan documents. Rules around conference room occupancy and use would need to be instituted. Narrow hallways would have to be re-routed into one-way paths. For Bluebeam, clusters of workstations situated closely together wouldn’t suffice to maintain the six-foot physical distance between employees necessary to meet public health protocols. These strategies, which allowed for increased density, have created a challenge given physical distancing requirements in a post-COVID environment. Others adopted a flex-work model using “ hot-desking.” In recent years, many companies embraced open, flexible, activity-based spaces, along with densely populated workstations with assigned seating. So, we have focused on what that will look like according to the requirements set forth in the various safety protocols.”Īll workspaces are not created equal and, for most organisations, updating the workplace to meet the various public health protocols is necessary. “We all work from home now, but, eventually, we’re going to be back in the office. “To say it’s been crazy over the past six months is an understatement,” Stong said. This team manages the construction technology company’s global office portfolio, including its Pasadena, California, headquarters as well as offices across the United States, Europe, the UK and Australia.
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Organisations are anxious to get employees safely back into the workplace and determining what that will look like is a complex process, according to Candice Stong, a project manager on Bluebeam’s facilities team. “Not being able to get together in person, particularly internationally, is a pure negative,” he said. Reed Hastings, founder and co-chief executive of Netflix, recently told The Wall Street Journal that he hasn’t seen any positives from full-time remote work. Not everyone, however, is embracing the remote work movement. The Menlo Park, California-based company also just hired a director of remote work as it plans for the shift. Facebook CEO Mark Zuckerberg, meanwhile, has said that the social media company will eventually move toward having half its workforce remote by 2030. Twitter is giving employees the green light to consider the option, which will allow many of its employees to escape the high cost of living around the company’s home city of San Francisco permanently. Others are considering embracing remote work indefinitely. Several large companies including Google, Facebook and have announced that their employees won’t be required to return to company offices until as late as August 2021. While employees have been busy adapting to working remotely, facilities leaders have been spending much of the last six months preparing for employees’ inevitable return to the office - whenever that may be.įor many, that day won’t come until later in 2021. And Bluebeam Revu is essential in making it happen. As many organisations across the globe begin to bring employees safely back into the office after months of remote work due to the COVID-19 pandemic, facilities managers are emerging as critical players in the transition.