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1、Space chargeback:A fresh perspectiveSpace chargeback:A fresh perspective/September 2023ContentsContext 3Six leading change factors 5Disrupted workplace 5Chargeback tools and methodologies 7Remote work and unassigned seating 9Efficacy versus simplicity 11Managing shared spaces 13Forward planning 15A
2、fresh perspective 172Space chargeback:A fresh perspective/September 2023Could anyone have foreseen the extent to which the workplace and the future of work would be permanently changed by the global pandemic?Yet in many respects,the changes were simply an acceleration of what was already happening.Y
3、ears of change compressed into months.Then,after the dust had settled,a new landscape began to emerge.More resilient than before,more flexible,sometimes reconfigured with new functions,often with different operational needs and space requirements.Despite early expectations that the world would retur
4、n to the way it was before,this has never happened.The former workplace is history and the world is embracing a new perspective on the role of the office in a redefined workplace.New working practices that might once have been long-term objectives became short-term imperatives.The haste with which m
5、any of these adjustments had to be made often short-circuited normal decision-making processes,creating shockwaves which are still being felt by real estate and facilities management teams.This has led to some fundamental reappraisals of office spaces and their current and future fitness for purpose
6、.Remote working,for example,has proven to be more viable,more quickly,than anyone could have imagined.Productivity and job satisfaction are often higher among hybrid working employees,who also tend to be more deliberate with their use of time and even have greater awareness of what their colleagues
7、are working on.Working from home also heightened expectations for privacy in the workplacenotably for when participating in video calls,or focusing on tasks that demand peace and quiet.Unassigned seating with communal desks,never popular with employees,have now become the accepted price for hybrid w
8、orking.The pandemic also put health into the spotlight,leading to new levels of wellness support now being offered by most employers.The nature and use of spaces has changed dramatically,yet the methodologies often used to manage them have not.Context3Space chargeback:A fresh perspective/September 2
9、023The shift towards more remote and hybrid working has meant that the nature and use of spaces has changed dramatically,yet the methodologies often used to manage them have not.Tools and approaches that were once familiar now look increasingly anachronistic and ineffective.To help understand the ch
10、ange and develop a fresh perspective on space allocation programs and chargebacks,JLL conducted a global research program to explore the thoughts and experiences of facilities leaders across different industries and geographies.Through a program of interviews and workshops we learned about the chang
11、es they have made,the challenges they currently face and their perspectives on new and evolving norms.The resulting report focused on twelve key themes affecting change in the chargeback sector.Six“Forward Thinking Initiatives”explored opportunities for space chargeback programs to influence wider r
12、eal estate priorities.The other six are the subject of this paper;they explore the notion of“Evolving Operational Excellence”by using space chargebacks to support the changing world of work.If you would like to read more about all twelve themes,a full report is available to download on our global we
13、bsite.We hope they will help encourage your own fresh perspective on the future of space chargeback.Each theme is inspired by insights drawn from the research and we have suggested how these represent opportunities for future change.sustainabilityresiliencenew approachesreally really wantefficiencyp
14、lanningshared spacesversus simplicityunassigned seatingand meathodologiesworkplaceBuildingBoostingFindingWhat weForwardManagingEfficacyRemote work andChargeback toolsDisrupted231654EVOLVINGOPERATIONALEXCELLENCEFORWARDTHINKINGINITIATIVESOffice appeal712Maximizing space891011The twelve key themes affe
15、cting change in the chargeback sector in 2023 41Disrupted workplaceSpace chargeback:A fresh perspective/September 2023Traditional processes and methodologies used for space chargeback were designed in an era when workspaces were assigned to individual users,who typically occupied them throughout the
16、 working day.During the pandemic,many organisations decided to pause space chargeback activities,as their space was so rarely occupied.Since then,because the systems have slipped out of alignment with modern design standards and workplace protocols,most approaches now risk generating chargebacks tha
17、t are unrepresentative and,therefore,inequitable.The massive increase in flexibility and commercial agility now sought by resilient modern organisations has made an already challenging picture for chargeback policies increasingly complex.Larger operations often have different kinds of spaces,governe
18、d by different laws and regulations,requiring different chargeback systems complying with different compliance standards.The demands of remote and hybrid working,with their increased use of unassigned seating for many functions,has added to this complexity.Six leading change factorsDuring lockdowns
19、many organisations decided to pause space chargeback activities,as the space was so rarely occupied5Space chargeback:A fresh perspective/September 2023“Its not adding shareholder value,its really just the way were allocating costs.It has nothing to do with our actual spend,so why are we wasting time
20、 on it?”“I think that the cost for space is kind of baked in for the business units and we dont know what that number is”“Some cost centres end up paying for space used by people who are in the same team from an HR perspective but who belong to a different cost centre from a space perspective.These
21、discrepancies just get worse when changes are made in one system and not the other”The pandemic undermined traditional approaches to the point where their relevance and purpose has been questioned.Given that one of the core purposes of the chargeback model is the transparent and equitable reallocati
22、on of space costs across the organization,it is clear that the time has come for change.Furthermore,by realigning processes and methodologies with the new world of work,there is an opportunity to leverage the disruption and adopt more efficient modern practices.How can we leverage ongoing disruption
23、 to develop a fresh perspective on recharge?62Chargeback tools and methodologiesSpace chargeback:A fresh perspective/September 2023The increased complexity of space recharging has exposed some critical weaknesses in the tools used to manage itmost of which were developed before the pandemic changed
24、everything for so many companies.The challenges posed by recharging shared spaces has led to many organizations using cumbersome work-arounds,or reshaping their processes to fit with legacy software capabilities.Traditional chargeback models that redistributed the cost of space across business units
25、 according to revenue,number of employees,or the number of desks taken,were effective but basic.Although space-based approaches have since become the norm,the complexity of todays remote and hybrid workplace,with their unassigned seating and differing approaches to charging shared or common spaces,c
26、an make them unwieldly.Utilization-based approaches are better at tracking the actual use of space.They can,however,be the most complex of all to administer and can struggle to maintain equitability as utilization rates often fluctuate between business users.The relative inability for systems to acc
27、urately capture and process utilisation data remains a hindrance to progress.Traditional tracking methods,such as logging badge swipes or network access,are often unreliable and have neither the subtlety nor the sophistication to provide data of the necessary granularity or accuracy to meet modern b
28、usinesses needs.The increased need for budget certainty can also inhibit organizations from embracing relatively unproven new chargeback goals and methodologies.Nevertheless,the need for more sophsticated approaches enabling more accurate and reliable space planning and monitoring,is growing.Traditi
29、onal chargeback models were effective but basic7Space chargeback:A fresh perspective/September 2023“a lot of the tools in the industry are still focused on an allocation model or allocate the headcount.That concept doesnt exist anymore”“We use poly-lining over CAD files to divide space into neighbor
30、hoods or zones then determine the cost for both individual and public areas.”“Our global service centres use workstations and work 24/7,so we charge out on a workstation utilization model.This relies on someone keeping a record of who is occupying which workstation across a 24-hour cycle.Its cumbers
31、ome”Most organizations use space-based systems which have struggled to adapt to the needs of todays more complex hybrid work environments.They now require updated methodologies,designed for the demands of the modern workplace.When did we last review our approach and methodology to space chargeback?H
32、ave we explored the tools and solutions currently at our disposal?Can we define our future needs so that we recognise the right new tools when we see them?83Remote work and unassigned seating Space chargeback:A fresh perspective/September 2023Remote and hybrid work are,of course,not new but their ad
33、option has accelerated dramatically over recent years.Many organisations have been pleasantly surprised at how well they continued to function(and,in some cases,thrive)though this change.For business administration,however,it presented new headaches.Not least in the area of space chargeback,where oc
34、cupancy and utilisation rates became unpredictable,variable and difficult to monitor.The rise in remote and hybrid work inevitably resulted in more unassigned seating,or hot desking.Although employees rarely like giving up their assigned desk,this becomes uneconomical when the space is not fully occ
35、upied every day.It is still more difficult to maintain space efficiency when most employees would prefer to work in the office during the middle of the week,then at home on Mondays and Fridays.This means that many desks are effectively unused for two days out of fivethats 40%of the working week.Spac
36、e costs must then be shared across fewer people with some business units being affected more than others on these days.In some industries(especially banking and finance),laws and regulations mandating privacy can have a major impact on the permissibility of desk sharing.New regulations governing rem
37、ote and hybrid work practices are also expected to be announced in some markets.These will shape the way finances and space allocation can be handled,making change more difficult and options more limited.In response to the added complexity in managing the chargeback for unassigned seating fairly and
38、 accuratelythere has been a rise in new methodologies.Unfortunately,these have mostly been little more than bolt-ons to legacy systems.They are,at best,hybrid solutions for the hybrid challenge.Now that flexible working practices have become the norm,new and better ways to manage the allocation of s
39、pace costs must be found.Many desks are effectively unused for two days out of fivethats 40%of the working week.9Is there room for more innovative approaches,such as sliding scale cost models that could provide financial incentives to shift space usagesuch as team meetings,workshops conferences on M
40、ondays and Fridays?Space chargeback:A fresh perspective/September 2023“The pandemic accelerated the appetite for unassigned seating arrangements.But it was not the sole reason for the changewe were already pushing flexible workplaces and the idea that not everyone needs a dedicated seat”“In this bui
41、lding alone,we have six different legal entities with multiple lines of businesses,none of which can sit next to each other for regulatory reasons and our duty to maintain confidentiality barriers.”“if you give people free rein,they all come in Tuesdays,Wednesdays and Thursdays.Therell be no one in
42、on Friday then a smaller group on Monday.We havent really linked that to the applications yet,but I think that will be the next discussion”The phenomenal rise in hybrid working forced organizations to adapt more quickly than they planned.Todays space chargeback systems were never designed for unassi
43、gned seating and resolving the incompatibility between these two concepts demands patience and resources.104Efficacy versus simplicitySpace chargeback:A fresh perspective/September 2023There is a fine balance between achieving the ultimate in accuracy and transparency at any given time,versus the ef
44、fort and resources needed to deliver and interpret it.Having a highly trackable and attributable space utilization system is essential if the cost-efficiency of a companys real estate is to be accurately monitored and controlled.But it does come at a cost:the administrative burden for those involved
45、 can be time-consuming and expensive especially when the additional technical costs are taken into account.The risk of developing ever more complex and nuanced approaches to space chargeback is that,if they become too complicated to use,many organizations will simply avoid them and return to somethi
46、ng simpler,more accessible and user-friendly.The additional complexities caused by recent events has pushed some organisations to a tipping point where the level of resource required to maintain granular space monitoring is no longer worth the effort.Ease of use and ease of communication are therefo
47、re key and companies everywhere are undertaking a rebalancing exercises as they search for the sweet spot between the level of meticulous accuracy they feel they need,versus the time and resources required to deliver it.Companies are searching for the sweet spot between granular accuracy versus the
48、time and resources needed to deliver itFooter text11Space chargeback:A fresh perspective/September 2023“In banking,there might be a technology team,a finance team and staff working in branches each of those teams has layers under them,so were actually allocating costs to maybe 40 different sub-teams
49、.What if we allocated them to just three and finance takes a pro-rata approach to assign the costs to each?”“were getting used to hybrid and trying to persuade our leadership,especially in finance,that there must be a way to lessen the burden of such granularity when doing chargebacks.It just seems
50、like were spending a lot of money on internal reporting for funny money”“chargebacks today require a lot of people to do them because they provide a very granular level of cost accounting.If we were okay with a bit less detail we would be burdening the P&L of the firm far less by not having as many
51、people running around doing all those bespoke reports”Finding the optimum balance between detailed accuracy and efficient simplicity is a growing challenge for chargeback management.Can we find ways to resolve the efficiency conundrum by simplifying the methodology until the sweet spot between effor
52、t and benefits is found?125Managing shared spacesSpace chargeback:A fresh perspective/September 2023Spaces that are paid for tend to be used and cared for better.But how should shared spaces,from reception areas and corridors to kitchens,pantries and recreational spaces,be charged back fairly to the
53、 business units across the operation?Flexible working complicates this challenge.For example,what if,say,80%of one business unit is working from home three days-a-week,20%of another is working to a child-friendly schedule(10:00-15:00 in the office,then after 19:00 at home),while 90%of another is in
54、all the time?Should space be charged-back by usage,by headcount,or as a percentage of time occupied?The complexity of recharging shared space,like unassigned seating,has prompted a renewed focus on sharing ratiosthe way space is divided,allocated and charged-back to each occupier.A sharing ratio of
55、1:1(that is to say 1 person per desk)used to be quite common in the past.These days,most companies have been looking to increase their desk use to,1:1.2 in administrative functions,1:2 in sales or marketing functions with client-facing or consultancy roles going higher still.Smart user-tracking can
56、increasingly identify and map the users of specific spaces and places,at specific times,to apply accurate sharing ratios to different user groups and cost centres.Ultimately,the more intensively the space can be used,the more efficient it becomes and the lower the cost per head.In addition,by raisin
57、g its sharing ratios,it might also be feasible for the company to reduce the overall space takenincreasing profitability and resilience.The complexity of recharging shared space has prompted a renewed focus on sharing ratios13Space chargeback:A fresh perspective/September 2023While many aspects of w
58、ork and personal life have changed,the primary impact on space chargeback has been to modify sharing ratios to account for lower in-office attendance.“The only thing thats really changed in the last few years was our sharing of spacesgetting away from a one-to-one desk model and into assigned neighb
59、orhoods”“We want more incentive,in a chargeback policy,to facilitate shared seating,flexible workplace and unassigned seating”“In an ideal world,you would chargeback based on usage but the cost might now go up and down every month depending on whos working remotely”What new tools and approaches coul
60、d we develop or adopt to encourage better space utilization while reinforcing the value of the space to the user?146Forward planningSpace chargeback:A fresh perspective/September 2023The short-term volatility of businesses under lockdown has since given way to a longer-term hesitation about making e
61、nduring commitments in todays unpredictable global economic environment.Commercial teams must balance the costs of financing their real estate against the fees charged back to the business units to pay for it.This can involve large sums for which budgets must be set in advance.It has,however,become
62、much harder to anticipate and plan for space requirements:Will more people return to working in the office full-time?Should we prepare for the possibility of future pandemics?How have the rest of the companys operations responded to their own new norms and how is this likely to affect space required
63、?Will more sub-contracted,non-payroll workers be required to maintain corporate flexibility and resilience?Predicting how often individuals will work in the office plays into many facets of scheduling and charging structuresmany organizations struggle to do this.Mandates may not be followed,reservat
64、ions may not be made,and historic data is no longer reliable as the new normal continues to shift,leaving them struggling to make predictions.These planning difficulties have actually been made more complex with the introduction of more sophisticated space-based chargeback models.While the tradition
65、al FTE method meant that chargeback costs were a simple calculation that could be planned ahead,the newer space-based models calculate chargeback rates based on hours of user occupancy in a given space.Some charges they calculate will,of course,be as erratic and unpredictable as users occupancy rate
66、s.While these new models have merit in terms of driving behavior or accurately reflecting actual utilization,they also lead to budget uncertainties which can make financial planning difficult or impossible.Such considerations certainly test space planning professionals.As the demand for more accurat
67、e,detailed and accountable chargeback models continues to grow,so will the demand for more accessible,user-friendly interfaces.The reconciliation of these two contradictory needs may not be resolved until the promised technological advances in the fields of advanced data mapping,artificial intellige
68、nce and user interface make it practicable.Historic data is no longer reliable as the new normal continues to shift15Are there ways that space management teams can be more engaged in the corporate planning cycle to be better informed,earlier?Space chargeback:A fresh perspective/September 2023“Theres
69、 volatility in the planning cycle:fluctuations in cost year to year,make it hard to plan.If youre taking half a building and want to plan your future costs,based on next years FTE then that business gets reduced or sold off,the real estate occupancy costs can double”“We dont want to see peaks and tr
70、oughs,we need a steady state in terms of what they get chargedbut looking at some of the options weve looked at,it is difficult to evaluate whos actually in the building and when”“We set a budget at the beginning of the year and aim to hit it.Our job is to defray all of our costs from the occupants,
71、on an annual basis,but not to make a profit”Anticipating and planning for the future is challenging for all business functions.Space management is no exceptionespecially as changes can be slow to implement.16Space chargeback:A fresh perspective/September 2023The world of work continues to be in a st
72、ate of flux with approaches to space chargeback struggling to catch-up.Legacy tools and processes are often used that can no longer accurately correlate costs with usage.New technologies,such as those being developed by JLLT,are set to significantly advance the speed,sophistication,transparency and
73、accuracy of chargeback teams everywhereas well as eliminating much of the time-consuming administration.Future approaches will enable chargebacks to link directly into areas of strategic importancesuch as hybrid work protocols,employee experience and sustainability.They will also take account of the
74、 complexities of flexible/hybrid work,deal easily with unallocated spaces and partial occupancy rates as well as providing ratios for BU contribution towards shared or common spaces.When it came to exploring the future responses or next steps of the clients and partners that we interviewed,we learne
75、d that their approaches clustered naturally into three categories.We have called these:innovate,enhance and simplify.These are,of course,influenced by external factors like geography,industry sector and political or regulatory considerations,as well as internal factors,like strategic approach,cultur
76、e,workplace dynamics and management choices.Perhaps you can identify with one,or possibly more,of them?We hope they will help you in developing your own fresh perspective on the current and future status of space chargeback within your own organization.Wherever you sit(or aspire to sit)on the spectr
77、um from pioneer to conservative,there is one resonant theme that unites everyone working in chargeback:our mission to deliver accountability,fairness and efficiency.Ultimately,thats why were here.A fresh perspective17Space chargeback:A fresh perspective/September 2023Innovate Pioneers who always wan
78、t to stay ahead,whatever it takes.They are typically:Fast-moving,dynamic markets,where greater flexibility demands greater financial accountability.New companies or new management with an appetite for change.Established companies that want to reinvent and break-away from outdated models.“We need a n
79、ew approach.We have to put the past behind us and seize the opportunity to improve with a more future-focused approach to chargeback”Enhance Pragmatically aware of the need for change but wary of disruption.They are typically:Evolving markets that are reaching the limits of their current approaches.
80、Companies that have invested in developing the right approach,but are now aware of its shortcomings and want to maintain the positive momentum for change.Those aware of the need for change but whose budgets,or appetite for risk,are restricted to making incremental,rather than systemic,change.“Lets e
81、volve and improve what we have,rather than trying to reinvent the wheel.We should build on past successes and make the familiar better”Simplify Risk averse,wary of change and reluctant to invest.They are typically:Stable,long-established organizations in comparatively steady markets with predictable
82、 user behavior and restrained prospect for change.Organizations that value continuity above innovation.Stable operations with sufficient confidence in the efficicacy of their current approach.“Our current approach has served us well,but changes in the workplace have made it seem a bit cumbersome and
83、 complicated.Were going to slim it down to save time,effort and cost”About JLLFor over 200 years,JLL(NYSE:JLL),a leading global commercial real estate and investment management company,has helped clients buy,build,occupy,manage and invest in a variety of commercial,industrial,hotel,residential and r
84、etail properties.A Fortune 500 company with annual revenue of$20.9 billion and operations in over 80 countries around the world,our more than 103,000 employees bring the power of a global platform combined with local expertise.Driven by our purpose to shape the future of real estate for a better wor
85、ld,we help our clients,people and communities SEE A BRIGHTER WAYS.JLL is the brand name,and a registered trademark,of Jones Lang LaSalle Incorporated.For further information,visit .Space chargebackWe can support you with expert advice that reflects your business needs and prioritiesJeremy DohertyGlobal Product Manager-Modern W+65 9821 5126