Digital Equipment (DEC) has gone through tremendous changes in the past few years: repositioning products; staff downsizing; and altering marketing channels. DEC has faced these significant challenges and now appears to have turned the corner.
One of the key changes was to the desire to redefine the way people worked. This required rethinking the corporation's definition of where employees work, the technology they need to perform their jobs, hours of work and the type of physical facilities provided. Two years ago DEC formed a task force to look for opportunities to change the traditional work environment. The result: the implementation of a new work environment, significantly changing the way DEC staff function.
The goals were to allow sales staff to work anytime/anywhere, spend more time with customers, work independently on administrative items (creating letters, reports) and to reduce real estate costs. The new work environment, started in the Toronto office, initially focused on the sales force. Changes included equipping all sales staff with notebook computers, cellular phones, cellular modems and a complete set of office software. Dedicated traditional offices were taken away, replaced by shared work stations available on a first come, first served basis.
Sales staff were required to become mobile workers. The company requested sales employees purchase their own notebooks. Michael Shove, BC Branch Manager, explained they "believed staff would be more responsible with the equipment if they owned it. DEC offered notebooks at cost and provided financing where required." Shove is pleased to report "over 95% of the staff were agreeable to the arrangement."
The net result was an improvement in productivity for sales staff and a reduction in the administrative work load previously required to support these employees. Real estate savings have been realized by having three to four employees sharing a work station.
The new work environment has grown to include other offices. The program now includes non-sales personnel (administrative, support and management staff) who represent the typical teleworker. They work from home 1-4 days per week, spend time at customer locations and time in the traditional office. These teleworkers are using either notebooks or desktops, have high-speed modems and separate telephone lines.
The new work environment has created challenges for DEC. While most of the staff have been receptive to the changes and have embraced them, as with any organization, some are skeptical. The biggest hurdle: bringing managers on board. Some are wrestling with how to manage remote workers. The classic question "How do I know my staff are working when I can't see them?" is a challenge. Its brought changes to individual management style and more effective screening to determine those jobs most appropriate for teleworking.
A tour of the Richmond, B.C. DEC offices shows the extent of the changes. The traditional closed offices and paneled cubicles are disappearing. Closed offices are being replaced with open cubicles and small meeting rooms. Open cubicles are being replaced by four station "pods". In many cases, these pods are surrounded by common areas for shared manual storage and equipment. The pods also come with roll-away pedestals making it possible for staff to easily move their personal files to any workstation. Employees arrive at the facility, choose an appropriate place to work, bring their pedestal to the station, activate the phone at the chosen desk with their specific phone number and after a few minutes of preparation, are ready for business.
DEC has experienced the difficulties of moving people out of their personal comfort zone. For managers, it may mean changing their management style. For employees, it means breaking out of the routine of coming to the same workplace everyday. The concept of sharing office space is also a challenge; a few workers are still trying to lay permanent claim to some of the shared space.
Shove feels the move to the new work environment has been a success. "It has allowed individual employees to tailor their day and work schedule around their personal and work environment. The result has been a definite improvement in productivity, an increase in sales, a reduction in staff and overall real estate cost savings."
Shove's closed by suggesting, "You must burn the bridge. Don't go back. Train management to deal with change; if you don't you will have nothing but problems. You also need to make sure you equip people with the right technology then encourage them to use it."
CONTACT
Michael Shove BC Branch Manager Digital Equipment of Canada Ltd. phone: (604) 276-6900e-mail: shove@vao.mts.dec.com
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