OFFICE ETIQUETTE GUIDE Paving the way toward better health and efficiency

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One William Street has been designed to support a new way of working – activity based working. This design ethos helps us be healthier and more productive by providing opportunities to move, connect and collaborate throughout our working day. To make the most out of 1WS, teams and individuals may need to redesign their workplace behaviours (etiquette). This guide has been designed to assist executives, directors, managers and team leaders to establish a healthy productive culture in 1WS. It outlines a new direction in workplace culture that 1WS supports and associated team behavioural shifts. HOW THIS GUIDE WAS DEVELOPED This guide was developed in consultation with senior leadership teams and representatives from across the agency. HOW TO USE THIS GUIDE This guide gives context and acts as a companion to the following tools:

x 1WS use of space guide x Etiquette and use of space framework x Office light poster

It also provides tips and insights into how to establish new workplace etiquette.

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ETIQUETTE IS… Etiquette is the customary code of polite behaviour in society or among members of a particular profession or group. Etiquette changes over time, it changes depending on the location, relationships and the particular social circumstances. THE CORRECT ETIQUETTE IS NOT ALWAYS CLEAR If you are in unfamiliar circumstances it can take some time to work out exactly what is the accepted behaviour. As humans we are hard-wired to want to fit in, most of the nervousness we feel in a new situation is because we are unsure of the correct code of behaviour. Most etiquette is unwritten and we learn through trial and error what is acceptable and unacceptable in any particular circumstance. HEALTHY WORK-PLACE CULTURES HAVE HEALTHY ETIQUETTES What a group generally accepts as normal behaviour reflects and reinforces the culture of that group. Through the behaviours they accept and the behaviours they display leaders play a key role in setting the cultural tone of an office. ESTABLISHED CULTURES ARE HARD TO BREAK Overall, the majority of people will go along with decisions made by a larger group. It is not uncommon to find a group of people who are largely unhappy with their office culture, but feel powerless to make any changes. It can take a great deal of courage to challenge accepted behaviour Sometimes the desire to change is outweighed by anxiety around not being accepted by the rest of the team.

A SIGNIFICANT CHANGE IS A PERFECT OPPORTUNITY TO RESET OFFICE ETIQUETTE AND INFLUENCE CULTURAL CHANGE The move to 1WS is a novel situation; the design and management style of the building is radically different and the best etiquette for operating in the building is untested. As our team is establishing itself in the new premises there is an opportunity to reset office etiquette. Without guidance people may be tempted to revert back to behaviours that have worked in the past or they will follow the example of the strongest and most visible leader. SOME ESTABLISHED BEHAVIOUR WILL NOT WORK WITH THE BUILDING DESIGN The 1WS design will not support many established behaviours. Teams and individuals may struggle without guidance to adjust to the new environment. There is potential for unproductive behaviours to form as teams and individuals struggle to adjust. REFRESHING OUR WORKPLACE ETIQUETTE CAN CREATE NEW AND EXCITING WAYS OF WORKING One Williams Street offers many facilities that can improve productivity and increase levels of satisfaction at work. This etiquette guide will support people as they adopt a new approach to work and enable them to get the most out of the available facilities.

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WHEN ETIQUETTES CLASH Without an established etiquette, walking to the kitchen to dispose of your apple core rather than throwing it in your desk bin may seem abnormal, inefficient and an attack on personal comfort. Many people who still use desk bins do not see the direct link between our individual behaviour and environmental damage caused by landfill. By walking to the bin you are more likely to make the choice to recycle, with evidence showing a 50 per cent increase in recycling in offices that don’t have desk bins. Without a clear message around the etiquette of waste disposal those who struggle with the change may bring their own bin and dispose of food and recyclable waste at their desk. Eventually we may have clusters of people with desk bins and nobody to empty them on a regular basis. This may cause conflict between those who are following the new customs and those who are not – an unhappy office culture in the making.

ESTABLISHING THE NEW ETIQUETTE – FOUR STEPS 1. Model behaviour. 2. Express expectations. 3. Provide information and guidance. 4. Address concerns. New workplace etiquette begins with leaders starting to model the behaviour they want reflected by their teams and colleagues. For leaders of teams, it is important to set clear expectations of desired behaviour and to address in team conversations any issues with the course that has been set.

It may be hard to believe that in the 1980s, even though the dangers of passive smoking were well documented, it was acceptable to smoke in the office. It took many years of lobbing to have this outlawed; smokers were very vocal that their ability to work efficiently would be sacrificed by having to leave the building to smoke.

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WHAT IF ETIQUETTE IS NOT WORKING? ‘What if someone repeatedly does the wrong thing?’ In any discussion around workplace etiquette the question around what to do if someone goes against the etiquette will be raised. The answer is as simple as it is complicated. Etiquette is about a groups agreed behaviour. It is not rigid and rule- driven, it is flexible to the context and driven by social consensus. When you break a rule or a law, the consequences are generally explicit – a fine, a warning. When an established etiquette is broken, the immediate consequences are subtle and entirely laden by the social context – an odd look or an awkward stilted conversation at one end of the continuum, with social exclusion at the other. The rule of thumb is to remind the team of the correct behaviour in the group context – etiquette is a team issue, singling people out is only going to cause tension. Use team meetings, staff forums and continual modelling of the appropriate behaviour. Remember the goal is to influence the creation of a healthy and productive workplace culture with explicit benefits for teams and individuals – so a small persistent nudging in the right direction should be all that is needed. Issues with individual performance need to be dealt with separately – the Human Resources department will be able to help. The 1WS use of space guide, cultural framework diagram and Office Light poster all help to reinforce and guide behaviours.

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CULTURE FORMING FEATURES OF 1WS

WHY IS A NEW ETIQUETTE REQUIRED IN 1WS? One William Street’s architectural design, fittings and management approach have been designed to promote a style of working called ‘activity based working’. Activity based working is thought to improve employee health and business efficiency by encouraging people to move and collaborate more. Most of us work in open plan office spaces, our working life is centred on our desks, our management teams have offices and alternative places to work are limited. The culture of our work place is typically defined by maintenance of hierarchies and silos between teams. The 1WS design has features that promote equality, good health and social consciousness. The equality features break down physical and cultural barriers leading to greater collaboration. The health promoting features support physical and emotional wellness of teams. The social consciousness features connect our teams to broader social issues and the world outside of work.

EQUALITY x Nobody owns a space. x No cost or low cost

access to facilities. x Less me space more

we space.

HEALTH • Low or no cost access to ergonomic and health facilities. • Spaces to

move to and within.

• Fresh air

SOCIAL CONSCIOUSNESS

• Recycling. • Energy efficient

appliances. • Follow me printing.

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EQUALITY GOOD HEALTH FOR ALL SOCIAL CONSCIOUSNESS

x Removal of offices.

x Limited Executive pods (50% of SES).

x Office space replaced by non-bookable collaboration spaces.

x Strict limitations on the spaces (meeting rooms) that are controlled by any one agency.

x Universal mobile technology – anyone can work anywhere.

x Equal access to huge variety of places to work.

x Equal access to training, conference rooms, business lounge and VC facilities.

x No direct cost to access facilities.

x Open access to most floors and facilities on these floors.

x 30% sit to stand desks.

x Attractive large scale end of trip facilities/free access for day use.

x Minimal cost for long term lockers.

x Ergonomic desks and chairs.

x Abundance of social spaces.

x Natural light for all.

x Stairs to travel between floors of the village.

x Lower rates of air recirculation = cleaner air

x Office wide recycling – no desk bins.

x Limited personal appliances, all appliances owned by the building manager and green star rated.

x Follow me printing.

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TEAM CULTURE IS THE VITAL INGREDIENT

With the appropriate team behaviours the 1WS design will support the creation of a more collaborative, efficient and healthy workplace culture. Team behaviours that need to be encouraged in 1WS are: x supporting equality of access x embracing new technology x seeking opportunities to collaborate and connect x being willing to share and accepting non-ownership of spaces x willingness to experience new spaces and move throughout the day x being thoughtful and respecting the different zones within the building x supporting the green energy rating of the building

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TEAM BEHAVIOURS TO BE SUPPORTED HOW TO MODEL THESE BEHAVIOURS

PUBLIC SECTOR VALUES

Supporting equality of access to facilities regardless of position or floor tenancy.

Be a leader of equality; share space, empower yourself and others to speak up, show everyone equal respect.

Embracing of new technology and new approaches.

Be a leader of early adoption; challenge yourself to adopt new technology, support new approaches, experiment with new ideas.

Seeking opportunities to collaborate and connect across teams, divisions and departments.

Be a networking leader; looking for synergies and connections with colleagues outside your team.

Acceptance of non-ownership of spaces and willingness to share.

Be a leader of sharing; share space, share your knowledge.

Willingness to move throughout the day and experiment with different locations.

Be a leader of activity; work in different locations throughout the day, increase your levels of physical activity throughout the day.

Respect and understanding of the levels of noise and potential distraction expected within different zones of the building.

Be a leader of thoughtfulness; respect the needs of your colleagues.

Supporting green energy rating of the building.

Be a leader of environmental consciousness; recycle your waste.

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ETIQUETTE IN ACTION

Every office has an agreed etiquette; an agreed way to behave that supports the true culture off the workplace. This agreed code of behaviour is rarely written down, and is formed by intangible yet powerful forces of tradition, beliefs and stories (see Torben Ricks culture iceberg). Newcomers typically need to observe behaviour first and through trial and error learn the right way to operate. Any culture shock a newcomer experiences weakens over time as new ways of behaviour become normal. Eventually the office etiquette becomes second nature – an invisible yet powerful force. Establishing new office etiquette takes time and persistence. Explicit expression of what is expected (tip of the iceberg) needs to be supported by the behaviour, thoughts and feelings of majority of staff (the iceberg). You can nudge your team in the right direction by modelling the behaviours listed in this guide. At times more granular guidance is useful, the following sections explores the various work zones and details the kinds of behaviour that should be encouraged and those that are red flags and should be addressed.

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ETIQUETTE ZONES

The 1WS design divides floors into specific zones. The zones help to minimise the most commonly cited etiquette concern – i.e. the management of noise and distractions. Each zone provides numerous

opportunities to model the right behaviour.

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FOCUS ZONES

Team work spaces, focus pods and quiet rooms form the focus zones on the floor, when working in these zones staff should act in ways that minimise noise and distraction to co-workers. Noise and distractions can come from a number of sources. Loud voices, phone ring and alert tones, excessive clutter and odours are all commonly cited distractions. Workstations Focus desks and quiet rooms

x Quiet, focused activity. x Short sharp focused conversations. x Telephone conversations using a

neutral tone of voice. x Using ear buds when watching videos

or taking Skype calls.

x Holding a meeting - use a collaboration space or a meeting room.

x Having a staff social event - use the social space and kitchens provided.

x Clutter. x Prolonged, loud or animated

conversations.

x Reading, studying, marking up a report, researching.

x Having a confidential telephone conversation.

x Removing all items when you leave. x Using the area for no longer than an

hour at a time.

x Holding a meeting - use a collaboration space or a meeting room.

x Eating a meal - eat lunch in the kitchens provided.

x Storing items. x Leaving behind items. x Displaying ownership over the space.

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COLLABORATION ZONES

Non-bookable spaces Bookable meeting spaces

x Right size – selecting a space that suitable for the size of your group and the technology needs.

x Use the available technology. x Reporting faults. x Leaving the room clean and tidy.

x Having too few or too many people in the space.

x Attempting to reserve the space.

x Right size – selecting a space that is suitable for the size of your group and the technology needs.

x Use the available technology x Booking the space through the

booking system. x Running to a schedule and finishing

your meeting on time. x Turning up to a meeting a few minutes

before it starts. x Booking meeting rooms on other floors. x Reporting faults. x Leaving the room clean and tidy.

x Having too few or too many people in meeting room.

x Not using available technology. x Running over time.

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SOCIAL ZONES

The kitchens, atriums and village mezzanines are the hubs of social zones SUPPORT ZONES

Utility rooms are available for the use of all 1WS tenants. Storage rooms and compactus may be locked to specific people depending in security needs. Follow me printing is a feature of the large multi-function devices (MFDs) in the utility rooms, staff from across government are able to print from these devices. Paper will be supplied by the agency tenanting the floor.

Utility rooms

x The social zone is flexible space. Staff can work, play, collaborate and celebrate in these zones. It is expected that staff will clean up after themselves.

x Milk supplied for tea and coffee will be used for only that purpose.

x Leaving waste and mess behind. x Leaving dirty dishes in the sink. x Taking up too much space in the

refrigerators x Using milk provided for tea and coffee

for breakfast cereal.

x Minimising the amount of paper printed. x Welcoming staff from other agencies to

use the utility room. x Negotiating the shared cost of paper.

x Attempting to stop staff from other agencies from using the printers.

x Printing multiple reams of paper without negotiating with agency who supply the paper.

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OFFICE LIGHT

LIGHT ON STORAGE LIGHT ON WASTE

LIGHT ON CLUTTER LIGHT ON DISTRACTIONS

EQUALITY x Nobody owns a space. x No cost or low cost

access to facilities. x Less me space more

we space.

HEALTH • Low or no cost access to ergonomic and health facilities. • Spaces to

move to and within.

SOCIAL CONSCIOUSNESS

• Recycling. • Energy efficient

appliances. • Follow me printing.

SUPPORT EQUALITY

SUPPORT GREEN ENERGY

BE THOUGHTFUL

EXPERIENCE NEW SPACES

BE WILLING TO SHARE

EMBRACE NEW TECHNOLOGY

COLLABORATE AND CONNECT