Rajesh Sharma
As the workforce in companies gets increasing mobile, a fair chunk is often travelling across locations. In this regard, we introduced the hoteling concept wherein the floor area was allocated to people with temporary seating requirement on a daily/weekly basis. This substantially helped improve the utilisation of seats. “We decided to create shift clusters on specific floors which allow for optimising the utility/energy requirements of floors of not just the common areas but the entire floor. This resulted in huge savings on the energy/utility costs,” delivers Sharma.
Availability of rooms for meeting, board, training and other collaborative spaces was a prevailing challenge for Cushman & Wakefield. The team came up with an idea of automation through an internal tool, which saved booking time and helped users know the availability of facilities in all rooms.
One of the most popular and productive strategies implemented at Cushman & Wakefield was the introduction of the ‘wellness’ theme. This included regular talks and diagnostic clinic sessions by eminent specialists and availability of physiotherapists and nutritionists at each office site. “This enlightened employees on prevention and cure of diseases, proper ergonomics, general health and wellbeing. Immediate results were improved employee productivity, reduced absenteeism and a drop in attrition rates,” adds Sharma.
