What’s working? Briefing and evaluating workplace performance improvement

Abstract

Organisations cannot effectively implement advanced workplace strategies and investment projects without clearly communicated vision, prioritised objectives and appropriate performance metrics. With any business strategy and investment project, the objectives and metrics selected will combine both quantitative and qualitative elements and aim to achieve both internal and external impact. This multidimensionality of objectives indicates the use of a balanced scorecard system of measurement. This paper argues that a coherent evaluation and feedback system should be an integral part of any workplace change programme, and that time and expenditure should be budgeted for learning from prototyping or piloting, review, adaptation and communication of feedback. Without such a learning loop, real estate professionals will fail to convince business leaders of how changes in corporate workplaces contribute to business success.

Citation

Bradley, S.J. (2002), "What’s working? Briefing and evaluating workplace performance improvement", Journal of Corporate Real Estate, Vol. 4 No. 2, pp. 150-159. https://doi.org/10.1108/14630010210811796