Shake Shack Headquarters in New York, NY by Michael Hsu Office of Architecture.

As many prepare to transition back to the office, it would be safe to conclude that things will not “go back to normal.” With a long list of requirements for businesses looking to get back in-house, it can seem dreadful to coordinate one’s office space in compliance with the seemingly countless precautions. However, this recent time has introduced a new need for spatial experts, a role architects have filled for centuries. Today, we are seeing more firms embrace a role as a consultant in contrast to a more traditional designation as “designer.” Firms are stepping up to capitalize on workplace expertise, informing and guiding clients to fruitful re-opening strategies. Moreover, architects themselves have also been planning their return-to-office strategies, many of whom have communicated their thoughts with us, as we will share in this article.

In this piece, we’ll look at some insights from the industry concerning the return to work, reviewing the new research done by a handful of practices. We will also explore what a number of architects are planning for their internal teams in the coming months and what strategies they are preparing to employ upon reopening their studios.

Novel Research for Novel Times

While many firms have endeavored to address the spatial challenges we’re facing during this time, the research and insights of three practices will be explored to provide a taste of the type of work the industry is participating in to tackle what lies ahead. Think of it as a small sample of a much bigger picture.

The Reimagined Workplace

With the rising need for creative ways to rethink the workplace, architecture firms have stepped up to offer resources to help with the new environmental needs at work and have also embarked on new research tackling the issues we face today when it comes to shared space. International architecture and design firm Woods Bagot is a great example. The global practice has taken this time to reimagine how the workplace can be designed and used by occupants. “The WFH experience will see HOME forming an extension of the WORK more so than ever. The challenge is how to execute this while ensuring organizations have physical time together to build their culture,” the group writes in its white paper titled Where do we work from here?.

In the paper, Woods Bagot outlines four case studies created to explore possible future approaches to designing the work environment. The firm believes that most organizations will likely adopt some form of two or more of these four models. Model 1 is the Culture Club which imagines the office as a “collaboration hub” where focus work is done from home and people only travel to the office when there is a need or preference to collaborate physically with colleagues. Imagine a kind of club vibe, but for creative collaboration.

Model 2, also known as In and Out is an approach building on the idea of “agile working.” This is where people decide how, when, and where they work, which would be executed with aspects such as flexible start and finish times, shared spaces, and remote working. The idea is to de-densify the office space since personnel will be using the workplace on a kind of rotating basis. This is a combination of staff working from home and in the office allowing for more floor area in-house due to the decreased headcount.

Model 3 is what the group is calling Community Nodes; essentially a decentralized HQ where people work in a smaller satellite, community-based office closer to their home. A distributive method, this approach addresses the reduced desire to use public transportation and plays off the Culture Club model in that the central HQ functions more as a collaboration hub with focused work occurring at one of the satellite offices.

Finally, Model 4, dubbed Collectives, is a modified version of a co-working space. Collectives cohabitate the same space but are separated into studio-sized “neighborhoods” with shared amenities. Woods Bagot admits this approach is a bit “flawed” as it relies heavily on increased cleaning and hygiene regimes, requiring a high level of operational discipline from users of the space.

Resourcefulness is Key

Architects have naturally recognized the need for coherent thinking when it comes to proper spatial execution when returning to work. In response to that realization, some firms have taken on the role to provide resources and guides for clients and those searching for professional discernment on the issue. National practice HGA has pulled from its workplace expertise, working with clients such as PayPal, LinkedIn, DocuSign, and other tech leaders, to put together a comprehensive guide titled Redefining the Workplace during COVID-19. As the name suggests, this guide considers six distinct areas of focus for post-COVID-19 workplaces. 

First, the team looks at the impact of material selection and the importance of specifying durable coated fabrics that can withstand repeated cleaning of chemicals approved by the Emergency Protection Agency (EPA). Second, de-densification is addressed as the current CDC guidelines recommend occupants uphold six feet of separation. This can be achieved through a number of strategies including virtual meetings, shifting furniture, and other strategies. Third, the team investigates the importance of new protocols for the work environment which can be facilitated through training for employees and keeping track of visitors in the event the disease is contracted in addition to the use of PPE.

Fourth, attention is given to the reduction of shared items within the workspace. Each employee should have their own materials and equipment to use throughout the day. Fifth, a focus on shared items at collaboration spaces should be addressed. For example, using laser pointers in lieu of shared touchscreens, removing shared items such as markers and tissue boxes, removing desk phones and use personal mobile devices, and using touchless waste receptacles among other precautions. This should be coupled with refined cleaning guidelines and schedules which should all be communicated to building users.

And lastly, HGA’s guide looks at infrastructure, examining the optimization of HVAC through refined air filtering, increased ventilation rates, independent air circulators, and extended run time. Additionally, the team recommends keeping the office space at a relative humidity of between 40% and 60% to reduce the risk of infection. Lighting changes can also promote a safer environment, according to HGA. GUV (Germicidal Ultraviolet) disinfection lighting can be used for “surface-sensitive” areas in the office, such as food service spaces. It is stressed that this is a supplement to cleaning the surfaces by hand.

In addition to this guide, HGA has also created a COVID-19 Signage Toolkit that companies can download and utilize in their reopening plans. The signs take a minimalist approach, allowing individual organizations to customize as desired. The firm worked with its in-house healthcare practice to optimize the signage for employee health and safety as well.

The New Role of the Workplace

Gensler has long been a leader in architectural research. Its Workplace Studio is among the most respected in the industry. Anyone who has reviewed the organization’s Workplace Surveys will know the meticulous attention to research and data the practice’s research arm takes in its studies. Moreover, the international firm’s established position as a thought leader in the workplace sector situates it as an interesting source for insights during this post-pandemic planning process. 

“In Gensler’s new Work From Home (WFH) Survey — research of 2,300+ U.S. knowledge workers across 10 different industries — employees report gains in their ability to complete individual work and in personal creativity,” writes Gensler Workplace Leader Janet Pogue McLaurin, AIA. “Similarly, a recent McKinsey study finds 60% of businesses report that new remote sales models were proving as much or more effective than traditional channels. Businesses have implemented new platforms and technologies overnight and have worked faster and better than they ever imagined.”

While working from home can be productive, Pogue points out that Gensler’s research found that only 12% of people want to continue to work from home full-time after the pandemic dwindles down. According to the data, most want to go back to the office full-time or are looking for a balance between WFH and office time. “The most important reasons employees see for coming into the office include meetings, socializing, connecting with colleagues, and building community,” Pogue adds. “This underscores the fact that being with colleagues in person is an invaluable part of the workplace experience, as is being part of a community that can’t be replaced virtually while working from home.”

... the new role of the post-COVID-19 workplace will shift away from a place where people simply go to work, and into a place where people want to be to meet, socialize, and work with each other

Pogue’s conclusion is that “the new role of the post-COVID-19 workplace will shift away from a place where people simply go to work, and into a place where people want to be to meet, socialize, and work with each other.” This new role must focus on building community, reinforcing culture, and communicate the shared purpose and mission of a company, strengthening relationships amongst coworkers. In addition to its research into this new role of the workplace, Gensler has also published its own set of return guidelines and strategies for the workplace and office buildings.

Architect as Consultant

From our investigation we can see the important work firms are moving towards, capitalizing on the need for guidance and professional insight. Traditionally, the architect works as a coordinator and designer of a building project, but many firms have long held consulting practices. In a time where businesses may not be able to construct brand new offices, as they are forced to rework existing spaces, perhaps consulting services from architects may be a more prominent path of inquiry. The architect as spatial expert and consultant could prove indispensable in light of the rapidly evolving developments business owners are seeing today. What does this mean for the architectural practitioner? That remains to be seen.