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SHRM NJ Presentation: Designing Workspaces That “Work And Are Worth The Commute” < Back Paul Gillard Mar 8, 2023 Val, Lu, and I are looking forward to sharing our thoughts on Designing Workspaces That “Work And Are Worth The Commute” at the March 8th SHRM meeting at the Rutgers Club. Join us if you can - it is sure to be an evening of lively discussion and debate. Click Here To Register Presentation Description Make no mistake; employees have very different workplace expectations and needs in the post-COVID world. Traditional workspace designs are inadequate, and employees are demanding more. Seamless interaction spaces, proactive collaboration, and presence equity are now considered “minimum game stakes.” Employers must offer workspaces that are “worth the commute” to attract and retain the best and brightest. During this session, we will: Share current insights about designing workspaces that can bring out the best in people no matter where they are situated. Share lessons learned in designing hybrid work environments that ensure “presence equity” Outline why HR plays such a critical role in designing workspaces of the future Describe how to build work environments that are “worth the commute.” Learning Objectives: Share current trends in post-covid workspace design Examine the psychological and sociological considerations for workspace design Outline Human Resources’ role in building inviting, collaborative, productive workspaces About the Presenters Paul Gillard, President, Transformation Associates, Inc As Transformation Associates' founder, Paul brings a wealth of executive-level coaching and consulting experience within the Pharmaceutical, Financial Services, and Manufacturing industries to client engagements. Paul's success in enabling organizational transformation efforts is primarily due to his proven ability to engage and motivate executives, line managers, and employees in defining, selling, and realizing strategic and operational goals. He employs pragmatic, client-centered approaches to enable clients to constructively challenge and navigate their respective "organizational realities" to deliver maximum customer value. Ultimately, Paul develops close partnerships with clients and adroitly cuts through the "smoke and mirrors," and drives significant change across the enterprise. Paul holds a Ph.D. in Industrial/Organizational Psychology. He is a member of the American Psychological Association (APA), the Society for Industrial and Organizational Psychology (SIOP), the American Society for Training and Development (ASTD), and the International Coaching Federation (ICF). Valerie Santanasto, Vice President of Sales, dancker Valerie Santanasto leads a team of interiors experts who help their clients achieve better business results by creating meaningful spaces that connect people, place, and technology. Prior to dancker, Valerie worked for Steelcase in a variety of roles and supported some of the most innovative Fortune 500 companies as they transformed their global workplaces. Lurdes Borges.,Vice President of Marketing & Communication, dancker Lurdes Borges contributes to the success of the organization, their clients, and partners with compelling storytelling and thoughtful solutions that deliver exceptional client service. Lurdes is also an advisor on dancker’s Employee Advisory Council and Workplace Strategy Team to help co-create destinations that inspire employees and clients alike. Paul Gillard, PhD President | Transformation Associates, Inc. Transassoc.com | PGillard@TransAssoc.com | (908) 319-6923 Valerie Santanasto Vice President of Sales | dancker dancker.com | Somerville, NJ https://www.linkedin.com/in/valeriesantanasto/ Lurdes Borges Vice President of Marketing & Communication | dancker https://www.linkedin.com/in/lurdes-borges-b563919/ dancker.com | Somerville, NJ | (908) 231-1600 Previous Next

We offer executive coaching to business leaders and team members seeking assistance in navigating personal, professional and organizational challenges en route to achieving their career aspirations. COACHING SOLUTIONS We offer executive coaching to business leaders seeking assistance in navigating personal, professional and organizational challenges en route to achieving their career aspirations. Team coaching is offered to workgroups struggling with a variety of challenges limiting their ability to become cohesive, high-performing teams. Both approaches employ proven strategies based upon sound theoretical foundations and pragmatic, real-life experience. Which approach best meets your needs? Executive Coaching We help leaders realize their personal and professional aspirations. Read More... Team Coaching We accelerate the creation of cohesive, high-performing teams Read More... Schedule An Introductory Call

Organizational restructuring efforts, change initiatives, strained manager relationships, and unrealistic performance goals can challenge your sense of control and value. Executive coaching can help you work through these challenges en-route to realizing your professional goals. I AM ABOUT TO GET FIRED We all seek to maintain control over our careers. Organizational restructuring efforts, change initiatives, strained manager relationships, and unrealistic performance goals can challenge your sense of control and value. You don't want to be fired, downsized, or let go. As uncertainty in the job increases and stress levels skyrocket, your job security becomes of paramount concern. Your health, well-being, and future career success depends heavily on how you frame, interpret, and navigate these tumultuous periods. Your spouse or partner, while likely supportive and helpful, can't provide objective, actionable advice. They are too close to the situation and don't fully appreciate the complexity of the situation. If you are like most professionals, you are unlikely to share your concerns with work colleagues as you don't want to become the focus of "water cooler" discussions. Your pride may also get in the way of opening up to others. If you are fortunate, you have a handful of close friends with the experience and perspective necessary to provide meaningful input to your predicament. Friends are likely very supportive but do not want to pry or get too involved. If they are involved, they offer very "black and white" interpretations of your situation and non-threatening advice. Rarely do they share input or observations that might put your relationship at risk. Specifically, they are very reluctant to explore your personal contributions to the current predicament. You realize that keeping a lid on things is impossible and that you shouldn't just wait things out. You recognize that hope is not a strategy and that you need to take personal accountability for correcting the situation. You are keenly aware that you need help but do not know where to turn for unbiased, constructive input and guidance — that's where we come in. We provide executive coaching to help professionals navigate personal and organizational factors to regain control over their careers. Schedule An Introductory Call

Ill-defined business processes cause tremendous frustration and inefficiency in companies of all sizes. Employees feel trapped and have little choice but to "keep their heads down" and work within the existing process constraints - often at great personal expense. Managers usually report having ... PROCESS CHALLENGES Ill-defined business processes cause tremendous frustration and inefficiency in companies of all sizes. Employees feel trapped and have little choice but to "keep their heads down" and work within the existing process constraints - often at great personal expense. Managers usually report having a gut feeling that something is wrong, but rarely can quantify the problem. Typically they have neither the time nor the expertise to analyze, streamline the broken processes and are prone to "throwing bodies " at the problem. Adding headcount to muscle through a broken process may be a reasonable short term fix, but is rarely a viable long term solution. A more thoughtful approach is usually required. What managers need more than anything else is an objective, critical assessment of the targeted processes and a proven approach for systematically addressing the underlying bottlenecks, errors, and rework. Managers are better off engaging experts to lead their team in transforming and standardizing the targeted processes than trying to drive process improvements with internal resources which are likely inexperienced, resistant and already over-allocated. Listed below are high-level descriptions of the kinds of issues reported by some of our clients. Do any of these sound familiar? Schedule An Introductory Call We still rely on inefficient paper-based processes. It is hard to believe that many companies still rely heavily on paper to manage core business processes. Usually, there are so-called "perfectly good reasons for doing so," but few are legitimate. The wasted effort in these organizations borders on criminal. Even basic Excel-based tracking solutions can seem like light years ahead of existing paper-based processes. Learn More... Employees rely on tribal knowledge to get the job done In some companies, particularly within their support functions, standardized processes do not exist. Employees rely heavily on tribal knowledge to get the work done, and employees have their own way of doing things. Best practices are ignored, and waste, error, and rework abound. performance metrics are absent. and these functions can be very difficult to manage. Learn More... I spend all my time fixing someone else's errors Few people enjoy fixing their own mistakes, and almost no one enjoys checking and correcting the work of others. But alas, error and rework rates in many business functions are often very high. Employees resist standardized processes citing that they are professionals and need latitude to get the job done. In such cases, the introduction of best practices and objective performance metrics can help managers turn things around. Learn More... We don't even follow our own SOPs New managers are often dismayed to hear that Standard Operating Procedures (SOPs) are inadequate or, in some cases, nonexistent. Both situations are bad but not nearly as troubling as when employees ignore published SOPs. In such cases, particularly in highly regulated environments, it is only a matter of time before "things go pear-shaped." Learn More... Lean and Six Sigma methodologies can be successfully applied to diagnose and address even the most complicated process challenges. The trick is knowing how and when to leverage the various tools and techniques most effectively. A traditional, full-blown Six Sigma deployment is NOT required to realize significant benefits. Let one of our Transformation Advisors guide you in leverage disciplined process improvement strategies and techniques that will work within your specific organization. Schedule An Introductory Call

Interpersonal conflict, inadequate communication, low team morale, and strained manager-employee relationships are prevalent in organizations struggling with people issues. Employees and managers alike expend excessive physical and emotional energy navigating multi-faceted intrapersonal and ... PEOPLE CHALLENGES Interpersonal conflict, inadequate communication, low team morale, and strained manager-employee relationships are prevalent in organizations struggling with people issues. Employees and managers alike expend excessive physical and emotional energy navigating multi-faceted interpersonal and intrapersonal hurdles. In fact, recent studies suggest that managers spend up to 60% of their time dealing with people issues. Even the most technically gifted managers are often woefully ill-equipped to address people-related issues. In fact, many promising careers are derailed by underdeveloped interpersonal and people management skills. Deficiencies become ever more apparent as leaders climb the corporate ladder. The dissonance caused by knowing deep down that something is amiss and not knowing how to address it can be overwhelming. Leaders are often reluctant to seek assistance as they incorrectly assume it is an acknowledgment of weakness. Often, they are especially cautious about engaging their internal Human Resources partners. Managers tend to get "wrapped around the axle" because they either ignore or try to keep these somewhat amorphous issues hidden. In effect, they hope no one will notice and that the problems will magically self-resolve. In our experience, the challenges, when not addressed directly and systematically, fester and invariably resurface to wreak havoc. It is just a matter of time and severity. Our team helps leaders navigate, and address these confusing, frustrating and often highly emotionally-charged challenges. Some of the more frequently reported people challenges are outlined below. Schedule a call with a Transformation Advisor to learn more. Schedule An Introductory Call I Work In A Toxic Work Environment At some point in their careers, all professionals have worked in a toxic work environment. And, most of us have the scars to prove it. Narcissistic managers, "emotional vampires" and bullying colleagues make life miserable for those unfortunate enough to be trapped in these soul-destroying jobs. Going to work each day is torturous and finding a solution seems impossible. Learn More... I Work For A Micromanager Who Can't Get Out Of The Weeds The most frequently cited complaint we hear, year-over-year, is "I report to a meddling and overbearing micromanager." Always being told what to do and having no decision-making authority over the most trivial of matters is incredibly stifling and stressful. Even the most patient and dutiful professionals struggle in such situations. Many interacting factors must be considered carefully when developing effective strategies for dealing with micromanagers. Learn More... I Am Afraid To Express My Opinions For fear Of Reprisal Some people work in highly-restrictive and dysfunctional business environments where they cannot express their professional opinions openly. They live in constant fear of retribution and report an overwhelming sense of powerlessness. Usually, the source of this fear is the immediate manager, but in some cases, peers and even subordinates create this oppressive work environment. No one wants to work under such conditions, but unfortunately, many professionals are trapped in this suffocating situation and see no way out. Learn More... Our Leadership Team Is Dysfunctional Members of dysfunctional leadership teams often turn a blind eye to their shortcomings. Rather than address the challenges that are apparent to all, they go through the motions pretending nothing is wrong. The lack of clarity in purpose, commitment to team goals, and accountability are often compounded by a decided absence of trust. This lethal combination of dysfunctions all but doom the team to failure. Learn More... Morale Is Low And Falling Fast In addition to sharing a strong sense of purpose and esprit de corps, teams with high morale consist of engaged employees working closely together to achieve stated goals and objectives. Such team members are keenly aware of, and sensitive, to any threats to morale. Successful managers proactively nurture morale and are vigilant in addressing any threats to the team dynamic. They realize that even a small drop in moral can result in a precipitous drop in overall team performance. Learn More... Cross-functional Collaboration Is Non-existent In My Company Managers and employees often over-identify with their immediate functional areas at the expense of company-level performance. They lose sight of the big picture and resist working collaboratively with other departments. Ultimately, this approach is self-defeating, and everyone suffers. The example set by executive management, largely determines whether the company reinforces a collaborative or competitive culture. Learn More... People challenges are often the most difficult to address due to their somewhat sensitive and emotionally charged nature. Are you ready to engage a professional to guide you through your people challenges? Schedule An Introductory Call

News & Events Mar 8, 2023 SHRM NJ Presentation: Designing Workspaces That “Work And Are Worth The Commute” Designing Workspaces That “Work And Are Worth The Commute” | Presented by Paul Gillard PhD of Transformation Associates, Inc. and Valerie Santanasto/ Lurdes Borges of dancker Read More

News & Events Mar 8, 2023 SHRM NJ Presentation: Designing Workspaces That “Work And Are Worth The Commute” Designing Workspaces That “Work And Are Worth The Commute” | Presented by Paul Gillard PhD of Transformation Associates, Inc. and Valerie Santanasto/ Lurdes Borges of dancker Read More

SHRM NJ Presentation: Designing Workspaces That “Work And Are Worth The Commute” < Back Paul Gillard Mar 8, 2023 Val, Lu, and I are looking forward to sharing our thoughts on Designing Workspaces That “Work And Are Worth The Commute” at the March 8th SHRM meeting at the Rutgers Club. Join us if you can - it is sure to be an evening of lively discussion and debate. Click Here To Register Presentation Description Make no mistake; employees have very different workplace expectations and needs in the post-COVID world. Traditional workspace designs are inadequate, and employees are demanding more. Seamless interaction spaces, proactive collaboration, and presence equity are now considered “minimum game stakes.” Employers must offer workspaces that are “worth the commute” to attract and retain the best and brightest. During this session, we will: Share current insights about designing workspaces that can bring out the best in people no matter where they are situated. Share lessons learned in designing hybrid work environments that ensure “presence equity” Outline why HR plays such a critical role in designing workspaces of the future Describe how to build work environments that are “worth the commute.” Learning Objectives: Share current trends in post-covid workspace design Examine the psychological and sociological considerations for workspace design Outline Human Resources’ role in building inviting, collaborative, productive workspaces About the Presenters Paul Gillard, President, Transformation Associates, Inc As Transformation Associates' founder, Paul brings a wealth of executive-level coaching and consulting experience within the Pharmaceutical, Financial Services, and Manufacturing industries to client engagements. Paul's success in enabling organizational transformation efforts is primarily due to his proven ability to engage and motivate executives, line managers, and employees in defining, selling, and realizing strategic and operational goals. He employs pragmatic, client-centered approaches to enable clients to constructively challenge and navigate their respective "organizational realities" to deliver maximum customer value. Ultimately, Paul develops close partnerships with clients and adroitly cuts through the "smoke and mirrors," and drives significant change across the enterprise. Paul holds a Ph.D. in Industrial/Organizational Psychology. He is a member of the American Psychological Association (APA), the Society for Industrial and Organizational Psychology (SIOP), the American Society for Training and Development (ASTD), and the International Coaching Federation (ICF). Valerie Santanasto, Vice President of Sales, dancker Valerie Santanasto leads a team of interiors experts who help their clients achieve better business results by creating meaningful spaces that connect people, place, and technology. Prior to dancker, Valerie worked for Steelcase in a variety of roles and supported some of the most innovative Fortune 500 companies as they transformed their global workplaces. Lurdes Borges.,Vice President of Marketing & Communication, dancker Lurdes Borges contributes to the success of the organization, their clients, and partners with compelling storytelling and thoughtful solutions that deliver exceptional client service. Lurdes is also an advisor on dancker’s Employee Advisory Council and Workplace Strategy Team to help co-create destinations that inspire employees and clients alike. Paul Gillard, PhD President | Transformation Associates, Inc. Transassoc.com | PGillard@TransAssoc.com | (908) 319-6923 Valerie Santanasto Vice President of Sales | dancker dancker.com | Somerville, NJ https://www.linkedin.com/in/valeriesantanasto/ Lurdes Borges Vice President of Marketing & Communication | dancker https://www.linkedin.com/in/lurdes-borges-b563919/ dancker.com | Somerville, NJ | (908) 231-1600 Previous Next

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