After experiencing the collective trauma of COVID-19, today’s workforce is now in the thick of what is being called “The Great Resignation”. Studies show that a huge part of making feel comfortable, safe and productive has to do with their environment. On top of that, most employees are feeling better supported in their physical space at home, than in the office. Given that, how can employers provide physical spaces to accept their teammates where they are and provide them with a place to thrive rather than just survive? 

With this in mind, how can employers and designers bring a more empathetic perspective to workplace design? Keep reading for key principles on creating a better work environment:

1. Know Your Customer

Your “customers” are your employees. We’ve always been taught that one of the key rules in business (after staying in business) is understanding your customer base. And the more engaged an employee is, the more productive they are. We also know the more productive employees are, the more financially stable the companies they work for tend to be. In what’s now being called “The Great Resignation” employees leaving their current place of employment are stating that it’s largely because they don’t feel heard or supported.

An office renovation/relocation is the perfect opportunity to reengage and reinvigorate your teammates. During the process, get as many people are involved early to hear experiences on what is and isn’t working. Along the way, keep employees updated with regularly scheduled updates. This will not only help them feel heard but will make managing the change easier on you as well.

Old Mission Capital | NELSON Worldwide

2. Honest Transparency

The most important thing is to start the conversation. This lets employees know that you’re trying and willing to have open and honest discussions around their needs. In turn, it will most certainly lead to your teammates being more willing to come to you when they need assistance and to a feeling of being supported and heard. You cannot be expected to know every individual’s needs, but if you open the line of communication, you will be more likely to have those who really need your help and support, reach out so you have the opportunity to accommodate them.

3. From Fixed To Fluid

Be willing to test out new ideas and if they aren’t working, be ready and willing to pivot. The most resilient organizations are those that are agile and willing to flex and change direction when needed. Your space needs to be just as flexible as your organization in order to adequately support it rather than hindering you in those key moments. Not only giving your employees choice in where and when to work, but allowing those within the physical space to choose where and how they work.

Also, consider utilizing the “kit of parts” we’ve all come to know and love in a new and different way. Instead of providing cookie-cutter spaces that are all the same, think of spaces more like the individuals that occupy them – unique settings that are individually adaptable to support the needs of your teammates. Build spaces on a module and consider demountable solutions that will more easily allow you to make physical changes down the road without significant cost or schedule impact.

Social Clubs Concept by NELSON Worldwide

4. Empowered Employees

Start early with your change management efforts. Get employees excited for the change, ease them into the process by allowing them to see the space either in-person or virtually before the move. Train them on how to use their new space (furniture, moveable walls, etc.) Allow them to bring friends and family in to show it off and increase their pride in the space. And, most importantly, get upper management to use the space in the way it was designed to be used.

This shows employees not only how to use it, but that it is okay to use it. This may seem silly to you, but people need to feel like they have permission to use the space without judgment and this is especially true if you’re coming from a space where previously everyone went to their assigned space and didn’t leave that space until they left at the end of the day.

5. Equity Of Experience

We have to understand that some people were able to work more effectively from home, where they had complete control of their environment. Therefore, if you are requiring your teammates to come back to the office in any capacity, some of that control will be taken away. How can we ease the minds of those coming back and allow those who will now be working in a hybrid environment and those with varying personal experiences and backgrounds to have equitable experiences?

Give people access to the tools to do their job effectively and then let them choose when, how, and where to use those tools to support themselves throughout the day.

Industrious | NELSON Worldwide

As the workforce returns to the office, the most successful organizations will intuitively adapt and respond to each unique worker’s needs. Whether they are in the physical office or working remote, keeping comfort, support, and equity at the top of mind is key to creating spaces for all. 

The impacts and implications of COVID-19 and this tumultuous year are going to be examined for years to come. Brands of all kinds are using this time to come together and support one another, during a time where coming together is ostensibly harder than ever before. 

Most messages brands are pushing out are meant to tug on consumers’ heartstrings. In the retail sector, however, the theme of creating partnerships in trying times is as prevalent as ever. Here are a few real-world trends and examples that brands are exploring to both enhance their in-store experience while still mitigating the spread of germs and obeying social distancing guidelines. 

Right-Sizing the Fit

Even before 2020, retail brand partnerships in the form of strategic subleasing began gaining momentum. Banks, fast food outlets, or shipping centers are no strangers to big box stores, and strategic partnerships have opened interesting doors for organizations – both as the lessor and lessee. Critically, the fit of these relationships is as much about the brand synergies as it is square footage.

In the retail pharmacy space, Walgreens has explored a variety of such relationships over the last few years. Interestingly, this includes partnerships with brands that might compete in certain areas like consumer product goods. One such example includes their pre-COVID-19 pilot program with Kroger in 2018, which brought a Kroger Express grocery environment into select Walgreens stores across Northern Kentucky. Iterations of this program were later expanded through Knoxville, Tennessee, and beyond.

This arrangement allows Kroger to bring perishables and their own private label brands into new neighborhoods without the full burden of additional store locations or new formats. Pickup hubs for Kroger orders are even identified in some locations. For Walgreens, it allows them to convert the liability of under-performing front-end space – a problem potentially magnified by their 9,200+ location size – into a traffic-driving asset.

In a larger commitment galvanized during the pandemic, Walgreens and primary care provider VillageMD recently announced plans to open 700 full-service co-located doctor facilities in the next half-decade. Beyond changes to adjacencies, store planning, and visual merchandising, this relationship will involve the creation of VillageMD clinics in existing Walgreens stores spanning over 30 U.S. markets. 

While site parameters may overlap harmoniously – both in terms of Walgreens fine-tuning square footage and VillageMD having a fleet of tailor-made spaces to grow into – the upside extends beyond that. Walgreens closed their own walk-in business clinic in 2019 in a savings effort, while CVS and their MinuteClinic maintain a daunting 52% share of the category. The new relationship with VillageMD helps recapture some of the traffic-driving potential from these services while back-end costs may have been untenable.

For VillageMD, they are proceeding with some additional peace of mind knowing that each facility will be created in a repeatable and consistent manner as they expand. Virtually all these new primary care clinics will also have an attached, full-service pharmacy. Combined, this allows them to better serve their patients’ needs. 

Moving Off-Premise

While some mature organizations grapple with how to scale their existing footprints to align with the times, other brands are trying to chart a path for market growth that won’t be too much to swallow at once. And at the risk of turning that statement into a pun, this is especially magnified in the food and beverage categories.

Either through restriction or customer hesitation, the scale back of in-store dining has been a sea change for much of the industry. Carryout and delivery have brought needed business to many establishments. For those that weren’t previously set up for a revolving door of takeaway orders, this presented a whole new set of store planning, queuing, throughput, and even social distancing concerns.  

The ghost kitchen trend preceded COVID-19 but has been catalyzed since its arrival based on some of these shifts. Rather than opening new facilities, restaurants can work with a third-party partner (i.e. Kitchen United) to lease kitchen space within a food service hub shared by other similar organizations. Orders can be received, prepared, and fulfilled in the same fashion as any other location, but the focus is primarily on delivery. Brands are afforded all of their back-of-house operations with minimal or non-existent costs regarding the front-of-house customer experience.

Full-service barbecue chain Famous Dave’s has over 120 locations across the country and had considered the ghost kitchen channel before the pandemic, but the seismic shifts in customer behavior and their workforce led them to open their first facility in Chicago this year. Fulfillment considerations aside, the more measured investment in the space has allowed it to be used as a testing ground for optimizing the brand’s menu, ordering process, and even their broader footprint considerations.

In recent years, premium Las-Vegas sandwich shop Capriotti’s began using ghost kitchens as part of their approach for new market entry. Currently, the brand has three ghost kitchens in operation – two in Los Angeles and one in Columbus, Ohio. Rather than being a vehicle to manage off-premise growth, these have served as components of broader plans to grow into those areas. By making the product available in new regions and marketing it appropriately, ghost kitchens have been part of the equation for creating softer ground to consider digging into in the future.

A recent Euromonitor report estimated that the ghost kitchen market could reach $1T globally by 2030. The United States has approximately 1,500 ghost kitchens across the country, compared to a whopping 7,500+ in China. Taken together with the shifts in customer behavior, there will certainly be more and more use cases to examine in the years to come, though ideally under safer circumstances.

Thinking Outside of the Retail Box

Beyond collaborations between brands and their landlord and developers, there have been some more direct partnerships with non-retail entities to help overcome some of the challenges of this past year. One such example has been XpresSpa’s since-expanded “XpresCheck” pilot program at JFK International Airport. 

Certainly, XpresSpa is no stranger in American airports, offering on-the-go beauty treatments and neck massages across the country. When those services were deemed non-essential at the pandemic peak, operations had to halt. In parallel with their spas closing, there was an increase in the need for COVID-19 testing capabilities – presenting an opportunity to potentially repurposes some of that shuttered space.

Working with officials at JFK, XpresSpa converted one of their existing locations into a clinic. Supplemental space was even provided in the form of a modular addition to the Terminal 4 Arrivals Hall. This facility featured separate testing rooms capable of screening for both COVID-19 and antibodies, with the capacity to test up to 500 individuals daily. The concept was originally targeted at airline and airport employees but was expanded to passengers in August. It has since grown to additional sites, including Newark Liberty International Airport.

This type of clinical testing was a big departure from the norm for a health and beauty provider. Again, however, it’s an example of organizations turning unique challenges into potential opportunities through careful consideration of each party’s needs. 

If negative tests become a contingent requirement for some international flights moving forward, airport authorities that moved early may be best positioned to manage screening and administration requirements. Efforts by XpresSpa and others to meet that need may become a large variable in that solution while supporting their own interests as a business enterprise as well.

Hopefully, as the calendar turns over, some of the more pandemic-specific considerations of these collaborations become moot points as the virus is defeated. If 2020 has been a brutal reminder of anything, though, it’s that we truly can never be sure of what’s coming around the corner. There will always be new challenges that can be overcome together.

At NELSON, our vision is to boldly transform all dimensions of the human experience. Our unique values fuel our culture and inspire us to constantly evolve and innovate. In celebration of our values, over the next few weeks, we’ll be highlighting the experiences that allow us to bring out the best in our teammates and clients. This week, we’re sharing how we have inspired others to BE YOU. 

Our retail design team partnered with COVERGIRL to design and develop the brand’s first brick-and-mortar store located in the heart of Times Square New York City.  Working closely with the cosmetic icon, our teammates created a fully immersive beauty destination where customers are encouraged to experiment and express themselves with their favorite products. Here’s the story:

Turning one of the city’s busiest street corners into a sleek cosmetic hub for the ultimate shared beauty experience, COVERGIRL’s first-ever physical store is dedicated to inspiring shoppers and embodying the brand’s “I Am What I Make Up” philosophy. Every detail encourages consumers to touch, test, and share—a playful and immersive experience that brings this iconic brand to life. 

The store has allowed COVERGIRL to expand its offerings and for the first time, beauty enthusiasts have the opportunity to explore a three-dimensional version of the brand.  Centering around product trial, dynamic features like high-end augmented reality glam stations were installed so that shoppers can digitally experiment and try on makeup to discover their personal beauty expression. A video booth allows customers to record videos set to music and capture photo ops to share on social media.

The finished space is a destination-worthy beauty playground that celebrates the brand’s confident essence and empowering spirit. While the design process included developing a glamourous space, the core of this project was about empowering young shoppers to discover their own style. The COVERGIRL store is more than a place to shop, it’s a place to BE YOU. As one of our core values, we couldn’t have been more honored to be a part of a project that allows one to express their unique self and actively connect with a community of authentic and diverse individuals.

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(Chicago, IL – March 1, 2023) NeoCon is pleased to announce that the submissions portal for the 2023 edition of the revered Best of NeoCon competition is now open. A NeoCon tradition since 1990, the competition garners hundreds of product entries each year as exhibitors vie for one of the coveted Best of NeoCon awards. Now in its 33rd year, the program will recognize superlative new products in 56 categories spanning a range of verticals including workplace, healthcare, hospitality,  and education sectors. New for 2023, entries will be considered for a Business Impact Award, in addition to honors for Gold, Silver, Innovation, Sustainability, and the singular honor of Best of Competition.

“The Best of NeoCon finalists are emblematic of the latest trends and movements that are shaping how we work, gather, learn, and communicate. This year, I think we will see an even greater emphasis on solutions that consider the growing role that technology plays in our daily lives,” comments Best of NeoCon Director Eileen McMorrow. “From introductions that adapt easily and embrace emerging tech to those that prioritize ergonomics, our jurors will be seeking out solutions that streamline the rapidly evolving ways we work and live, inside and outside of the office.”

More than 50 new and returning jurors representing the industry’s leading design professionals, specifiers, facility managers and decision-makers, will gather on site at THE MART to thoroughly evaluate all Best of NeoCon entries in the days prior to NeoCon, June 12-14. Hailing from diverse backgrounds and areas of expertise, this year’s jury includes individuals from influential entities such as Honda, Cash App, NBBJ, and Studio GC. The final roster will be announced in April.

“I am thrilled to be returning as a Best of NeoCon juror this year. The early access and exposure to cutting-edge innovations and in-depth dialogue with exhibiting manufacturers of all sizes is an enriching and enlightening experience,” remarks Best of NeoCon 2022 Juror Chen-Hui Spicer, Regional Design Director, NELSON Worldwide. “This year, I’m especially looking forward to evaluating and recognizing products and solutions that prioritize human-centered design, sustainability, and adaptability.”

New this year, the Best of NeoCon jury will be able to nominate products for consideration for a Business Impact Award, which will recognize exceptional solutions through a business-oriented lens. These nominees will then be further evaluated by a group of discerning business journalists. The business jury will conduct in-person judging at THE MART on the Sunday before NeoCon, reviewing each of the nominated products based on the degree to which they contribute to a more successful business and better enterprise-oriented, built environment across verticals—from workplace to healthcare. Criteria include: aesthetics, adaptability, ergonomics, ESG, experience, productivity contribution, sustainability and tech-integration. The program is an evolution of last year’s inaugural Business Innovation Awards, which were a great success.

Heralding the first official day of NeoCon, all Best of NeoCon 2023 winners will be unveiled at a live ceremony at THE MART on Monday, June 12. Winning manufacturers will receive the recognizable award designed by NeoCon partner and renowned design firm Maiarelli Studio.

Exhibitors can submit entries through the Best of NeoCon online portal starting March 1, 2023. Any new products introduced to the U.S. market since June 2022 and that will be on display at NeoCon 2023 are eligible. Products that were entered in Best of NeoCon 2022 are not eligible. Submission deadlines and entry fees are as follows:

Early entry by April 21:        $700.00

Regular entry by May 5:      $800.00

Late entry by May 19:          $900.00

More details on the program and entry process can be found at www.neocon.com/features/best-of-neocon. 

NeoCon will take place June 12-14 at THE MART in Chicago. The show is open to trade, C-Suite executives, and other industry-related professionals and registration is free for all attendees. To register, head here. Stay tuned for more details on programming, product trends, and highlights ahead at NeoCon 2023!

For showroom, exhibitor, and general NeoCon news, images, and real-time information, follow NeoCon on: Facebook (@NeoConShows), Twitter (@NeoCon_Shows), Instagram (@NeoCon_Shows), and LinkedIn (@NeoCon-Shows).

Media Contacts: Novità Communications

Alexandra Zwicky / Danielle McWilliams / Emma Reuland / Katie Fosdick

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About NeoCon: NeoCon is the world’s leading platform and most important event for the commercial interiors industry, held each year at THE MART in Chicago. Since launching in 1969, NeoCon has served as the annual gathering place for the commercial design world’s manufacturers, dealers, architects, designers, end-users, design organizations and media. The three-day event showcases game-changing products and services from close to 500 leading and emerging companies—providing unparalleled access to the latest and most innovative solutions. A robust educational program of keynote presentations and CEU sessions offers world-class expertise and insight about today’s most relevant topics as well as the future of commercial design. www.neocon.com

NeoCon® is a registered trademark of Merchandise Mart Properties Inc, a subsidiary of Vornado Realty Trust.

About THE MART: THE MART is the largest privately held commercial building in the United States: it encompasses 4.2 million gross square feet, spans two city blocks, rises 25 stories, and is visited by an average of 30,000 people each business day (or nearly 10 million people annually).

THE MART serves as the home to Chicago’s most creative and technologically innovative companies, including Motorola Mobility, 1871, Yelp, PayPal, and MATTER, as well as Fortune 500 companies Conagra Brands, Allstate, Medline Industries, Beam Suntory, Avant and Grainger. It is also the largest and most important center for design in North America with more than 250 premier design showrooms offering the latest resources for both residential and commercial markets.