Practice Management Member Conversations

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Michael K., what a great comment. I haven't seen any information yet on Ai replacing remote workers. Would love to see more on this topic. My research shows that Ai is being used "across HR functions like employee records management (78 percent), payroll processing and benefits administration (77 percent), recruitment and hiring (73 percent), performance management (72 percent), and onboarding new employees (69 percent)." [Source, "Ways Ai is Changing HR Departments," Gem Siocom, businessnewsdaily.com, November 20, 2023). According to Business Insider's Aaron Mok in a December 13, 2023 article, "Fully Remote Workers May be at the Risk of Being Replaced by Ai," jobs that involve primarily repetitive tasks are the most vulnerable. In another article, Business Insider notes the top 10 jobs likely to be replaced by Ai, architects were not on the list. Though I was surprised to see that graphic designers were... In Phil Bernstein's book, Machine Learning, he describes how the entire profession is vulnerable if we don't expand our "value proposition" and create our own database on building information that Ai can pull from. However, he doesn't cite remote workers as especially vulnerable.

Most firms I know of, post-pandemic, have implemented hybrid policies with some remote and some in-office personnel. A few of the AIA PMKC leaders have fully virtual practices, but interpersonal interaction in some form or another is part of their working model.

Can you share more on this topic? It would be great to expand everyone's thinking on the ways Ai will transform practice.

Thank you for your comment!

------------------------------
Rebecca W.E. Edmunds AIA
President & CEO, r4 llc
Roanoke VA
------------------------------

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/
------------------------------

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

What thoughts do you have about remote work, remote employees, and the loss of a truly collaborative work experience?  A lot of collaboration and project development in our office - whether it be design or construction detailing - happens impromptu and informally. People ask for advice when they are wrestling with an issue or when they want input.  I worry that a remote employee will be hesitant to stop and ask for that kind of assistance if they have to reach out by phone or with a virtual meeting.

It seems that this would stunt an employees growth and be detrimental to the development of each project.

Any thoughts or experiences would be appreciated.

Thanks.

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

What thoughts do you have about remote work, remote employees, and the loss of a truly collaborative work experience?  A lot of collaboration and project development in our office - whether it be design or construction detailing - happens impromptu and informally. People ask for advice when they are wrestling with an issue or when they want input.  I worry that a remote employee will be hesitant to stop and ask for that kind of assistance if they have to reach out by phone or with a virtual meeting.

It seems that this would stunt an employees growth and be detrimental to the development of each project.

Any thoughts or experiences would be appreciated.

Thanks.

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

Seeing a shout out of my firm, Architects FORA, by Marjanne via Rebecca, I thought I'd pop in and say hi! and offer to share our JUST label policies in response to innovating DEI&B HR practices, particularly as a 100% remote firm. You can read them all here: https://drive.google.com/drive/folders/1VqaSzyrCpzFOSpyzLdp7dyh__zq0p2Rq?usp=sharing

------------------------------
Leah Alissa Bayer, AIA
President, Architects FORA
https://architectsfora.com/

Original Message:
Sent: 07-22-2024 09:27 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-18-2024 11:19 AM
From: Rebecca W. Edmunds AIA
Subject: Post Pandemic Trends in Our Firms

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

------------------------------
Rebecca W.E. Edmunds AIA
Editor, AIA PM Digest
President, r4llc

Original Message:
Sent: 07-16-2024 01:04 PM
From: Nea M. Poole AIA
Subject: Post Pandemic Trends in Our Firms

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

------------------------------
Nea May Poole, AIA, NCARB
Principal
Poole & Poole Architecture, LLC
Glen Allen, Virginia

Original Message:
Sent: 12-18-2023 07:42 PM
From: Michael L. Katzin AIA
Subject: Post Pandemic Trends in Our Firms

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

------------------------------
Michael Katzin, AIA
Johns Creek, GA
| Johns Creek Planning Commission |

Original Message:
Sent: 12-15-2023 12:00 PM
From: Michael Perez
Subject: Post Pandemic Trends in Our Firms

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

------------------------------
Michael Perez AIA
PMKC Leadership Group
------------------------------

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Excellent information, and thanks for sharing the articles!

After posting this a few days ago, I received a LinkedIn message from Marjanne Pearson, founder of Talentstar, who had a great addition to my comments. Getting workers to return to the office full-time faces a few issues that are converging right now:

"I saw your comments about remote work in the AIA Practice Management newsletter. I agree that it's more challenging to develop and maintain a firm's culture and dynamics across multiple work locations. I'm forwarding an article by Dror Poleg. His comments about the choices that people are making about where they live are relevant to the AIA PMMC, too.

"We have now traversed one full generation of the 21st Century (20+ yrs), and in the last four years, most of the mid- to large-firms have successfully navigated the impact of remote working and distributed leadership. I think ArchitectsFORA.com (Rebecca notes: a fully virtual firm, like a few of my colleagues on the PMKC leadership group) and RIOS.com (Rebecca notes: this is an "international design collective" that has "co-CEOs" and many with the title of "Creative Director" at the top of the organization ) are good examples of how firms are doing this."

Marjanne Goes on to say, "[in my experience] in today's professional environment, success and sustainability are more dependent on new models of dynamic shared ownership (and leadership), rather than closely held ownership models with less transparent methods of decision-making and communication."

Poleg cites a number of factors impacting "back to work" including an abundance of empty and uncommitted urban office space and the housing crisis: 

"Four years after the initial COVID-19 lockdowns, more than a quarter of all paid workdays are performed from home, according to an ongoing survey by the Stanford economics professor Nicholas Bloom and others. The main reason companies are reducing their office footprint is because they can. As more leases come up for renewal, vacancy continues to rise. Even without a recession, this trend is likely to endure as tenants continue to express a desire to cut down or let go of existing offices ahead of a wave of lease expirations in 2025 and 2026."

From his LinkedIn post, Poleg states, "The housing market also reflects long-term plans to spend less time at the office. On average, Americans now live much farther away from their workplace than they did pre-pandemic." Commute times of 10 minutes have stretched to 30 minutes or more, factors most likely tied to the housing and affordable housing crisis. 

"[The] latest assessment includes a new concern that was not part of the original thesis. Artificial-intelligence advances may reduce the number of office jobs and improve the quality of remote collaboration." This model sees a AI as a facilitator of remote work rather than the eliminator of jobs.

All interesting stuff worth sharing with others in the PMKC. The articles are linked below.

Denial is Not a Strategy 

The Urban Doom Loop Could Still Happen

I was with a multi-state-office firm over the last few days that had experienced a significant amount of "remote only" requests. Having granted them, the end result was, after a year or so of "remoting," these workers left the firm altogether, and many ultimately left the profession. Thus, these employees dropped out of the daily culture and dynamic of the firm, and then they dropped out of the culture and dynamic of their profession. 

The max days of remote or work-from-home allowed in most firms I work with is two, with three mandatory in-office. With this model, many staff chose to be in the office most days. 

Michael, I could not agree more. I think remote workers run the risk of "remoting" themselves out of a job, especially with AI as you mention but also in a slower economy. Hybrid is one thing but a person never wants to be so removed from the day to day interactions in a firm that a principal asks "oh, does "pick a name" still work for us?"

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

I don't think it's particularly insightful to say remote workers will become "nonentities" simply because of WHERE they do their work. A better indicator would be the value-add of an employee, regardless of where they log in from. 

If human employees are unable bridge geographic divides, then multi-office firms are destined to become little more than franchises with no communication or collaboration between them. 

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

I don't think it's particularly insightful to say remote workers will become "nonentities" simply because of WHERE they do their work. A better indicator would be the value-add of an employee, regardless of where they log in from. 

If human employees are unable bridge geographic divides, then multi-office firms are destined to become little more than franchises with no communication or collaboration between them. 

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

I don't think it's particularly insightful to say remote workers will become "nonentities" simply because of WHERE they do their work. A better indicator would be the value-add of an employee, regardless of where they log in from. 

If human employees are unable bridge geographic divides, then multi-office firms are destined to become little more than franchises with no communication or collaboration between them. 

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

I don't think it's particularly insightful to say remote workers will become "nonentities" simply because of WHERE they do their work. A better indicator would be the value-add of an employee, regardless of where they log in from. 

If human employees are unable bridge geographic divides, then multi-office firms are destined to become little more than franchises with no communication or collaboration between them. 

Michael P., great points and good article. However, I wonder if the fast-paced developments of AI in architecture will result in the remote workers become nonentities (no longer employed) in medium and large firms and remote staff just not essential to project design, production, specs and delivery in architectural practices of those size firms.  I did not see the HR Policy Trends article addressing AI even in the current HR issues discussion.

I am interested in other AIA member perspectives of AI and its impact on the future of architecture.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

One last post on this long thread! 

Another insight from industry ally Marjanne Pearson of Talent star that includes a downloadable survey released this month: 

With fewer in-person workdays, many companies have reduced their office space, while upgrading to facilities with amenities that help motivate employees to come in. New research from CBRE, the commercial real-estate services company, suggests that office-space contraction is at least slowing, even as many employers require more desk-sharing by employees. Here are some of the most important takeaways for companies and workers from CBRE's new survey of 225 corporate real-estate executives and our conversation with Julie Whelan, the company's global head of occupier thought leadership:

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

Thanks so much for sharing these articles, Rebecca.

Note that our firm is Talentstar (actually Talentstar, Inc.).

Best,

M.

Marjanne Pearson

1+ 510.541.3252 m
talentstar.com
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she | her

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Strategy by Design

Insights + Research

One last post on this long thread! 

Another insight from industry ally Marjanne Pearson of Talent star that includes a downloadable survey released this month: 

With fewer in-person workdays, many companies have reduced their office space, while upgrading to facilities with amenities that help motivate employees to come in. New research from CBRE, the commercial real-estate services company, suggests that office-space contraction is at least slowing, even as many employers require more desk-sharing by employees. Here are some of the most important takeaways for companies and workers from CBRE's new survey of 225 corporate real-estate executives and our conversation with Julie Whelan, the company's global head of occupier thought leadership:

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.

In my experience of having people in my charge post-pandemic, understanding the key drivers and trends is vital to ensure the balance of work and life are maintained. I love being in the office but not everyone does. So should we change? Check out this article to get a better understanding: HR Policy Trends By Hannah Brown, SHRM-SCP

This article reflects on the transformative journey of HR policies, particularly in the wake of the 2020 shift to remote work. The architectural community demonstrated resilience and adaptability as firms grappled with the challenges of isolation and a sudden shift to virtual collaboration. What stands out is our industry's commitment to reflection and innovation, exemplified by the extensive polling among staff to shape solutions for the hybrid work model. The article delves into the nuanced aspects of this hybrid approach, emphasizing the benefits of clear communication and the challenges faced by fully remote employees. Furthermore, it explores the evolving time-off policies that prioritize wellness, with a spotlight on longer-term support, especially for women in the industry. The discussion extends to the critical realm of Diversity, Equity, Inclusion, and Belonging (DEI&B), emphasizing the need for genuine, impactful initiatives over performative gestures.

As the architectural landscape embraces change, the question becomes: How can the industry continue to shape policies that foster flexibility, fairness, and diversity, ensuring resilience in the face of future challenges? Explore the full article HR Policy Trends for an insightful journey into the dynamic future of architectural HR policies.