Changing perceptions: how to create an inspiring office space

One of the best ways to engage a workforce and increase productivity is to give employees a space that promotes wellbeing and pride. Becky Turner, Workplace Psychologist at Claremont Group Interiors, examines how organisations can enhance office space to inspire workers.

9 mins read
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over 1 year ago

​The office space is often at the heart of business culture, as it creates collaboration for meetings and group work, enhances relationships across the business and helps with in-house training and development opportunities. 

However, increasing numbers of professionals across the world are finding office workplaces uninspiring and uninviting, with the after-effects of the pandemic causing a shift in work attitudes.  

According to a report by the International Workplace Group (IWG), for 70% of the people they've surveyed, a choice of work environment is a key factor when evaluating new career opportunities.

So, what can businesses do to improve the office space? 

Becky Turner, Workplace Psychologist at the British interior design firm Claremont Group Interiors, explains more in our interview: 

Q. What can businesses on a budget do to update their office space to suit the modern workforce?

A. On a budget, it's all about prioritising maximum impact. You’ll probably want to consider phasing some work and so potentially, if your maximum impact is to create a lot more spaces for your colleagues to connect and collaborate with each other, then you might bring in some open collaboration areas, some booths that you can have semi-private conversations in.

But don't lose sight of the bigger picture. Consider a wider programme of works that you might want to do over five years. Maybe create a five-year plan of your real estate and then you can phase it into certain pockets of activity. So, like I say, you're spreading that budget over those five years.

So, design for maximum impact first. Make sure you're communicating with your colleagues about the plan, if you can be as open as possible. Really take them on that journey with you, because then, all these little bits of disruption over the period that you're going to be doing some work, they'll be on board with because they understand the impact that it's going to have on them in the future.

Q. What sort of approach should business leaders take when designing their office space?

A.It's all about engagement. So, engagement with your colleagues at all levels. What do they need?

In this hybrid way of working, which a lot of organisations are taking on board, what's going to be that thing that makes people decide, when they wake up in the morning or they're planning out their diary, ‘am I going to come into the office that day or am I going to work from home?' What's going to make them want to come into the office?

To do that it's not a case of just thinking ‘I know my people, I know what they'll say’, because they might surprise you. It's all about understanding their needs and requirements because they're the ones who're going to be utilising the space, not making assumptions.

Q. How can organisations prioritise energy efficiency for next-generation workplaces?

A.This is a really interesting topic. It's hot on the cards for every organisation: you’ve got standards to meet, there's new and innovative ways to try and meet those standards, and really there's a couple of options here.

It was staggering when we did some independent research and, bearing in mind it was in January so we were going through this cost-of-living crisis and things were a little bit uncertain, we found that 28% of people were coming into the office for the energy and for the heating, which is just absolutely staggering. It's so important; if people are going to come in for the energy, for example, then we need to make sure it's efficient within the workplace as well.

It's largely about designing in some really smart ways to support your energy usage. You might try and look at your mechanical and electrical first and unfortunately, that's usually the biggest chunk from your budget. It’s going into things that are above the ceiling and below the floor that you can't even see, but it's going to make a huge difference to the bill at the end of every month, but also the comfort levels of your colleagues.

Q. How much does an office space impact an employee’s satisfaction and overall productivity level?

A.Employee satisfaction and productivity go hand in hand, they're highly correlated. It’s massive the impact your workplace can have on numerous levels.

Purely functionally, as long as you can come into your space and you can work in the way that you work best, that's going to massively maximise your productivity. If you're an extrovert and you might be doing a bit of admin work, sitting in an area where actually you can get some stimulation, that's going to be important to you and maintain your focus, which for some might seem a little bit backwards, but that's what the research shows.

And then equally, if you've got somebody coming in to do that same role, who might be an introvert or who might be hypersensitive, a little pod, such as the one that I'm in now, is nice and small. You can come, you can plug in, you can control the lighting and the temperature, and it's nice and quiet so you could get your head down and work.

So really providing lots of different spaces where people can feel comfortable getting their work done and work to the best of their ability, that's going to massively improve their satisfaction levels and equally productivity.

Q. How important is personalisation when revamping an office space?

A.It's a really big deal, actually. Historically, if you think about offices and how they were portrayed in movies from the nineties and the early noughties, especially in America, people are in cubicles, and they've all got pictures of their dogs, their family, their kids. People have always enjoyed personalising their spaces; it's their safe space.

So this is a big challenge when you're then opening areas up, and having a slightly more open plan office, particularly now in hybrid working, where not every everyone might have a designated desk. That's where maybe there's this idea that ‘oh no, I'm not going to be able to control my space anymore. I'm not going to be able to personalise it. It's not going to feel like mine.’

It's a change in mindset, about thinking ‘ok, this isn't my space only, it's not my den, it's our space that we all share together and collectively, so how could we all get involved in the design process?’ And this takes me back to one of those first points about engaging with your colleagues. What do you want? What do you need? What's going to make it comfortable for you?

That's the sort of bigger picture of personalising on a grand scale. Everybody's getting a bit of insight and an opportunity to put their thoughts forward within the design. So in a sense it's being created as a collaborative process.

But then alongside that, you can create hackable spaces. These are areas where actually the function might be multifunctional; it's going to really maximise the space that you've got, particularly if you've not too much space. It could be a meeting room that's got walls that could fold back, it could have panels that you can move around. There's a lot of furniture that's on wheels nowadays, so you can move it, you can create the kind of experience that you need. So, on a day-to-day, you can equally personalise it to get exactly what you need from the space.

I'd say an important thing here is that it's great to give somebody a little space that they do own. That might just be a nice sized locker so that people can put their valuable things they might have, especially if they've cycled in, they've got somewhere that they can lock everything up, that's just a little place that somebody owns.

Q. Socialisation is a key part of office life. How can businesses utilise its space to help enhance socialisation and collaboration with colleagues?

A.We’ve almost got two points here where socialisation and connection with your team is so important. We saw over the enforced lockdown period when people were feeling a lot more isolated, mental health went down in general because of this isolation and also the fact that people were unsure of what was going to happen and had lack of control.

The amount of insight you can get from non-verbal communication – by body language for example – is huge. By connecting over teams, you don't quite get that full experience. We've evolved as social creatures to be in front of each other, so I don't think that there's anything that could quite replicate that.

So, what we've been doing quite regularly is creating essentially a social heart to office spaces. Say you’ve got a three-storey office, rather than putting a big social space or a nice kitchen on each floor, you put a few tea points where you can go and get your water, make sure you stay hydrated and maybe a quick brew on each floor, but maybe on the middle one, you'd have a big social space. So that would have your really good coffee machine, as anyone that likes a good coffee will go up to that space and connect with other people that they might not do on a day-to-day basis.

It's the space that you would go to for lunch, and it's the space that you would then go to for events in the evening if you had any social events or ‘lunch & learns’, if that's what your organisation does. Just really social things to get everybody together in one place rather than disperse across the three floors because that's the sure-fire way to create silos if you don't have a central space.

So that's your heart. And that's where everyone's going to come together.

Then you've got the collaboration side as well, and that could be informal. You could use this big social space and that could also be a big collaboration space. It could be an innovation area because it looks and feels a bit different. So you just have to move the furniture around a little bit, creating some tiered seating areas so you could hold big town hall meetings, for example, or present something or get an external organisation to come in and present to you. That way you're really showing that you value your colleagues, you're supporting them through their development, but it's all about providing the platform with your space to enable that.

Looking for your next hire? Speak to one of our expert consultants today.

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Seven top tips for writing an inclusive job specification and description
7 mins read
  1. Article

Seven top tips for writing an inclusive job specification and description

Companies that are serious about fostering an inclusive work environment should begin by evaluating the very first interaction a job seeker has with their organisation: the job description and specification. According to a report from McKinsey, businesses that embrace diversity are 36% more likely to have better financial performance than their less diverse counterparts.  

“This is why it’s important organisations focus on writing inclusive job descriptions and specifications to attract a broader pool of talent,” said Chris Willsher, Regional Director at Reed.

To explore how businesses can craft more inclusive job descriptions, we spoke with recruitment experts across Reed, who shared actionable strategies for making job postings resonate with a more diverse audience.

1. Avoid gendered language

The language used in job descriptions can significantly impact who applies. Research shows certain words and phrases may discourage people from underrepresented groups, particularly women, from applying. Words like "aggressive" and "dominant" are often associated with male stereotypes and can subtly alienate female candidates. 

Chris emphasised the importance of being mindful of gendered language, adding that employers can inadvertently signal that their culture aligns more with male stereotypes. 

“Words like 'collaborative,' 'inclusive,' and 'supportive' tend to appeal to all genders,” he said, “whereas terms like 'competitive' or 'dominant' may inadvertently deter women or non-binary individuals for applying for your roles."

He suggested using a language decoding tool to help identify biased language such as this one, or even the free version of ChatGPT to identify any words that may need to be neutralised.

2. When it comes to experience and qualifications – use inclusive language

Companies often ask for extensive qualifications or specific years of experience in job descriptions, which can disproportionately discourage women and minority candidates. According to research from LinkedIn, women apply for jobs only if they meet 100% of the qualifications, whereas men will apply if they meet about 60%.

Michelle Topley, Permanent Recruitment Consultant in Reed’s Norwich office, in the UK, advises organisations, where possible, to rethink how they frame qualifications.

“Where possible, it’s important hiring managers focus on the skills and competencies needed to succeed in the role, rather than creating strict list of requirements,” she said.

“You need to really ask yourself if a qualification is 100% necessary for the vacancy you have, or is it just on your nice-to-have wish list?

“Don’t get me wrong, there are roles that need certain qualifications, especially in the legal field that I recruit for, but in the current climate where skills gaps are prevalent, you need to think about upskilling – can you train this person to do the job? So many talented people won’t even apply if they don’t tick every one of your boxes.”

3. Promote flexible working options

Flexible work arrangements are more important than ever for candidates, especially those balancing caregiving responsibilities or dealing with other personal challenges. Advertising flexible work options prominently in job descriptions can open the door to a more diverse talent pool.

Shaq Hills, a Business Manager – Practice Specialist based in Reed’s Reading branch, in the UK, specialises in accountancy and finance practice recruitment. He said companies which are truly committed to inclusion need to make sure job specifications and descriptions reflect that you really understand how diverse individuals have different needs.

He said: “Not every business can offer flexible working, but most can have a stab at offering some form of flexibility. By doing this you are highlighting that as a business you are committed to employee wellbeing, by offering a ‘positive’ work-life balance.

“This is a major draw, particularly for women, older workers and those with disabilities. If you offer it, make it a prominent feature."

4. Remove bias in job titles

Job titles can often carry hidden biases, which may prevent certain groups from applying. Titles like "salesman" or "chairman" reflect outdated, male-centric norms, while titles such as "guru" or "rockstar" - not that we recruit for many rockstars - may skew younger and discourage older applicants from applying.

Rebecca Moore, Business Manager for the Northampton Reed office, in the UK, said neutral job titles that don’t encourage bias and attract as many candidates as possible to your job are vital.

She said: “Some job titles are simply outdated, and anything with the word ‘man’ on the end should certainly not be entertained. They need to be clear; do exactly what it says on the tin, and welcome people from all walks of life.

“A great example of this is the job title 'software engineer' – it really is neutral and widely understood in the tech space. If you were trying to be more vibrant and out there you may want to call the role 'coding ninja' – but you must really think hard about it as something like this may alienate potential candidates who feel they don’t fit into the cultural stereotype that the word ‘ninja’ signifies.”

5. Include your commitment to diversity

Explicitly stating a company’s commitment to EDI&B in job descriptions signals to candidates that an organisation values a wide range of perspectives and experiences. A simple paragraph outlining your EDI&B initiatives or your dedication to creating an inclusive environment can make a significant impact on potential applicants.

London-based Area Manager and public sector HR recruiter, Bukola Odofin, is an advocate of company’s having a clear employee value proposition that fully embodies a company’s culture, goals and commitments.

She said: "Your commitment to diversity shouldn’t just be a vague statement at the bottom of the job description, it should be part of your employee value proposition.

“This proposition should be woven into the job and clearly highlighted in any description or specification that is written. On top of this, where possible clearly define how the vacancy contributes to building an inclusive environment within your company and mention any specific inclusion and diversity initiatives you have."

6. Encourage applications from underrepresented groups

Sometimes, simply encouraging people from underrepresented groups to apply can broaden the pool of candidates. Job postings can include phrases like, “We encourage candidates from diverse backgrounds to apply,” which can reassure applicants that the company genuinely values diversity.

Chris Willsher, Regional Director at Reed, said one way of encouraging applications from underrepresented sectors is to advertise roles on platforms which are popular with individuals from those groups.

“You can’t attract underrepresented groups to your roles without highlighting your commitment to diversity on your website and in job descriptions, and offering training programmes, internships, and mentorship opportunities aimed at underrepresented individuals,” he said.

“Another way of encouraging applications is to promote employee referrals from diverse backgrounds and provide unconscious bias training for hiring managers to ensure a fair recruitment process. These strategies help create an inclusive environment that attracts a wide range of applicants.”

7. Highlight personal development opportunities

Inclusive job descriptions should also highlight growth opportunities within a company. When businesses emphasise that they support employee development and provide clear career pathways, they attract candidates who not only want a job but want to belong to a workplace that invests in their future.

“If you really want to demonstrate you value your people you need to really emphasise your commitment to learning and growth,” said Hayley Bee, Technology Practice Lead in Newcastle’s Reed office, in the UK.

She added: “I specialise in technology recruitment where skill shortages are rife, so by highlighting that you invest in your employees’ development on both a personal and professional level, you can really show that you value your people.

“Candidates from marginalised backgrounds do look for signs that a company will offer them room to grow and flourish, particularly if they’ve been in previous work environments where this hasn’t been the case."

Crafting inclusive job descriptions is not a one-time effort. It requires ongoing reflection, feedback, and refinement. The way you write your job description sends a powerful message about your company, meaning you need to ensure the message you are sending out is one that demonstrates you value inclusion.

If you’re looking to hire, our network of specialist recruiters can assist you in creating job descriptions to reach a wide pool of talent for your role. Get in touch with one of our experts today.

Top tips for helping employees manage ADHD at work
6 mins read
  1. Article

Top tips for helping employees manage ADHD at work

​People with ADHD will, more often than not, have challenges in the workplace, which may lead to them leaving a job. However, with tailored support and understanding around their strengths and talents, they are likely to flourish and become a great asset to your organisation.

It’s important to remember that everyone with ADHD is different, and the condition affects people in different ways, but they have the same broad range of skills, interests and intelligence as the rest of society. Open communication with your employees is key so that you can find out what support would help them most.

What is ADHD?

ADHD is a neurodevelopmental condition which affects brain structure and neurotransmission, which is the way in which messages are communicated around the brain and how different areas of the brain are activated.

It has three core traits which affects people with differing degrees:

  • Inattention

  • Impulsiveness

  • Hyperactivity

Traits of ADHD are present from childhood, but recently, an increasing number of adults are being diagnosed with ADHD for the first time, as the condition becomes more widely understood. Even without an official diagnosis, which can take years to obtain, employers have a duty of care to their employees and must offer reasonable adjustments.

A review by the Attention Deficit Disorder Association found that adults with ADHD are nearly 60% more likely to be let go from a job role, 30% more likely to have chronic or ongoing employment challenges, and three times more likely to quit a job.

So how can you support your employees with ADHD?

Promote awareness and understanding

Educating the wider workforce about ADHD can help create an inclusive environment which better understands the needs of neurodivergent employees. For your senior leadership team and managers, consider hosting training sessions or workshops to help you and your workforce understand ADHD and how neurodivergent traits impact people in the workplace.

This awareness can reduce stigma and encourage open conversations that can lead to increased empathy, support and cohesion at work. This way, your employees with ADHD can adopt strategies that work for their neurotype.

Encourage regular check-ins

Encourage regular check-ins where employees can express any challenges relating to their ADHD. When a colleague has ADHD, it’s important to understand that they intend to get tasks done in a timely manner, however, there are obstacles that might be getting in their way.

Time can be a challenge for someone with ADHD, which affects their perception of how long something will take them, and also can cause them to overestimate the length of time until a deadline. Those employees with ADHD may benefit from the routine of regularly check-ins to help keep them on track and accountable. Without these interactions with their managers or team leaders, they may unintentionally lose their way on certain tasks. This is especially true for tasks that offer no reward, novelty or interest, or have many steps to them.

Implement flexibility

Flexibility can be crucial for employees with ADHD. It takes time and patience to understand their needs and you have to get to know them as people to figure out what strategies truly work for them to help them thrive in their job role.

Consider options such as remote work, flexible hours and locations, and if possible, adjustable deadlines. These arrangements allow employees to work when they feel most productive and help to minimise distractions.

People with ADHD can meet workplace demands in an environment that helps them focus, stay on task, and be productive.

Create a structured environment

A structured work environment can greatly benefit employees with ADHD. This type of environment will help them establish routines and set clear expectations of what is expected of them.

Use project management and technology tools to help them break tasks into manageable steps and encourage the use of calendars and reminders to stay organised.

There are a number of apps which can assist people with ADHD and other neurodivergent conditions that impact executive function: i.e. working memory, attention, time management, organisation, planning and prioritisation, self-regulation, task initiation and completion, and self-monitoring.

However, not every app works for everyone, so be open to trying multiple options. Some potentially helpful apps include:

  • To do list reminders / scheduling apps (e.g. Todoist, Wunderlist, Trello)

  • Aids if reading and writing are a problem (e.g. Captivoice.com, Google Docs Voice Typing, Apple Dictation)

  • Blockers to eliminate distractions from social media / smart phones during tasks (e.g. Cold Turkey)

  • White noise / ambient noise apps (e.g. Coffivity, Focusatwill)

  • Note taking apps (e.g. To Do, Microsoft OneNote)

Provide clear instructions and feedback

Clear, concise instructions can help reduce overwhelm in employees with ADHD, allowing them to better focus on their tasks. The use of bullet points, visuals, or checklists to communicate expectations can be highly effective.

Helping your employees with ADHD succeed doesn’t stop once changes in the workplace have been made to meet their needs. You may need to consider providing and receiving feedback so both parties know how the changes are working.

As an employer, you can also tell them about their progress at work and the areas they might need to work on. Regular feedback helps them stay on track and make the necessary adjustments. Positive reinforcement can also increase motivation due to the brain’s response to reward, creating dopamine, which is a neurotransmitter that is unstable in people with ADHD.

Encourage breaks and physical activity

Regular breaks and physical activity can enhance focus and productivity, potentially reducing overwhelm or stress from their workload.

Encourage employees to take short breaks to recharge, and consider implementing wellness programmes that promote physical activity, mindfulness, or relaxation techniques.

Standing desks can benefit people with ADHD by allowing them to get up when they are feeling hyperactive and need to move. Fidget toys and footrests can also help them keep moving and the repetitive movements can help them stay regulated and focused. Walking meetings are also helpful for people with the hyperactive type of ADHD.

By implementing active initiatives, businesses can create an environment that encourages and supports physical activity and regular movement, including fidgeting or ‘stimming’, ultimately improving employee satisfaction and leading to better retention rates.

Set realistic goals and help them conquer tasks

Help employees set achievable goals that align with their strengths and capabilities. If you request something from an employee with ADHD, it can be helpful to ask them what timeframe makes sense for them to provide you with what you need.

Once this is agreed, it may be helpful to ask for regular updates before the work is due just to make sure it remains at the top of their to-do list. Be constructive with any conversations around goals and don’t be afraid to discuss with them what will help them get work done in a timely fashion. Often, switching strategies helps keep professionals with ADHD engaged, through renewed novelty.

If you notice mistakes are being made regularly, it could be that they haven’t processed the instructions properly. You can assist by asking what their preferred communication type is. People with ADHD often benefit from multiple forms, such as an email with action points following a phone call, or live captions.

As with any employee, but especially those who thrive on reward, be sure to celebrate their accomplishments to help boost motivation and confidence.

Useful resources

ADHD Works https://www.adhdworks.info/

ADDitude magazine https://www.additudemag.com/

Access to work ADHD https://www.adhd-360.com/access-to-work-adhd/

Watch our webinar 'Empowering workplaces: navigating ADHD'.

The importance of ADHD understanding in education
4 mins read
  1. Article

The importance of ADHD understanding in education

​​Attention Deficit Hyperactivity Disorder (ADHD) is a neurodevelopmental condition that affects both children and adults. It is characterised by symptoms of inattention, hyperactivity, and impulsivity, which can significantly impact daily life and functioning.

As a well-recognised condition, October is the month focused on increasing awareness and support available for those affected. The exact cause of ADHD is not fully understood, but it is believed to be a combination of genetic and environmental factors.

It is a lifelong condition that you are born with, and is often diagnosed in childhood, however, as awareness increases, many adults now find themselves seeking diagnosis.

ADHD classifications

There are three clinically recognised types of ADHD, these are:

Inattentive type (ADHD-I)

Symptoms: Difficulty sustaining attention, easily distracted, forgetfulness, and trouble organising tasks. Individuals may appear daydreamy and slow to process information.

Common in: More frequently diagnosed in girls, who may not exhibit hyperactive behaviours.

Hyperactive-impulsive type (ADHD-HI)

Symptoms: Excessive fidgeting, difficulty staying seated, talking excessively, and acting without thinking. These individuals are often described as being “on the go” and may struggle with waiting their turn.

Common in: More commonly diagnosed in boys, who may display more hyperactive behaviours.

Combine type (ADHD-C)

Symptoms: A combination of inattentive and hyperactive-impulsive symptoms. This is the most common type of ADHD, where individuals exhibit a mix of both sets of symptoms.

Common in: Both boys and girls, as it encompasses a broader range of behaviours.

However, what you must remember is that though these are ‘typical’ definitions, each type presents differently in individuals. For example, a student might frequently lose their homework, forget to bring the necessary materials to class, and have difficulty following through on instructions. Or one of your teaching colleagues could find it challenging to manage their time effectively and miss important deadlines or forget they have meetings.

Whatever the symptoms, in my experience, if supported with the right understanding, tools and resources, those with ADHD can thrive, just as well, if not more, than those that don’t have it.

Why is raising awareness so important in education?

Raising awareness of ADHD in schools is crucial for fostering an environment where both staff and students can thrive. When educators have a deeper understanding of ADHD, they are better equipped to provide the necessary support for students who live with the condition. Too often, these students face challenges that, without proper awareness, go unrecognised or misunderstood.

Educators who are informed about ADHD can tailor their approach, offering strategies such as breaking down instructions, simplifying tasks, and providing more consistent feedback. These small yet impactful adjustments can make a significant difference in a student’s academic experience, ensuring they have the same opportunities for success as their peers.

Another benefit of increased awareness is the potential for early identification of ADHD. Many students go through their school years undiagnosed, struggling with focus, organisation, or impulsive behaviours that are misinterpreted as behavioural issues. When ADHD is identified early, schools can work in partnership with parents and specialists to intervene before these struggles manifest into more significant academic or social difficulties. Early intervention gives students the tools they need to manage their symptoms effectively, which can positively impact their long-term success and mental well-being.

Equally important is addressing the stigma that still surrounds ADHD - it’s getting better, but we are a long way off yet. Far too often, students with ADHD are labelled as ‘lazy’, ‘disruptive’ or ‘difficult’, when they’re grappling with neurological differences that affect their ability to concentrate and regulate their behaviour. Raising awareness helps dismantle these harmful stereotypes, replacing them with empathy and understanding.

As schools become more inclusive and accepting of diverse learning needs, students with ADHD will feel more supported and less isolated. This shift in perspective not only benefits the individuals with ADHD but also enriches the school culture, creating a more compassionate and collaborative community.

Beyond the classroom, raising awareness among students is just as vital. When pupils understand ADHD, particularly those who are diagnosed with it, they can better advocate for themselves. Self-awareness allows them to take charge of their learning, request the support they need, and develop coping strategies that can serve them throughout their educational journey and into adulthood. Empowering students in this way builds their confidence and fosters resilience.

Ideas to help raise awareness in your school

October is ADHD Awareness Month, a prime time for pupils and staff alike to focus on ADHD in your school or Trust.

Why not celebrate the achievements of those with ADHD in an assembly, get an expert to come into school and explain what ADHD is to staff and pupils, perhaps you could encourage children to create a short play on the topic, or even write an essay or short story.

Whatever you chose to do, remember that a school culture which embraces an understanding of ADHD ultimately becomes stronger, more compassionate, and better equipped to nurture every learner and staff member.

Watch our webinar 'Empowering workplaces: navigating ADHD'.