Unlocking Hybrid: Luc Kamperman on The New Way of Working

In recent years, the concept of the workplace has significantly evolved, transitioning from traditional office setups to hybrid and remote environments. In this interview, we'll answer the questions: "What exactly is the New Way of Working (NWOW), and how does it shape the future of business and employee well-being?"

Let's dive into a discussion with Managing Partner Luc Kamperman, who, over the past 20+ years, has lived and worked in the Netherlands, Australia and the US, and during that time, has guided dozens of blue-chip companies across the globe on their journeys towards New Ways of Working.

Luc Kamperman: It's best to look at Hybrid working through the lens of activities. The Activity Based working (ABW) model recognises that employees engage in many different tasks throughout their workday. These activities require a range of work environments, supported by appropriate technology and culture, to complete them effectively.

ABW creates hybrid workspaces with a human-centric focus by analysing the activities most aligned with organisational goals. It uses quantitative and qualitative data to shape a strategy that addresses individuals' and teams' physical, digital, and cultural needs.

LK: Since the start of our professional adventure 35 years ago to improve people's working lives, we have made it clear that work is something you do, not a place you go.

That was our vision: that many people could enhance their working lives by improving productivity and wellbeing together. We coined the idea that a vital organisation should leverage the opportunities of a digital environment to make information available to people anywhere, anytime.

At its core, New Ways of Working (NWoW) challenge traditional models of rigid hierarchies, fixed office spaces, and 9-to-5 routines, replacing them with flexible, collaborative, and purpose-driven systems that prioritise employee wellbeing, innovation, and adaptability.

The NWoW benefits our work processes and the physical environment because people are no longer tethered to a personal desk to process paper information as we did two decades ago.

There's an opportunity to put people at the center of the culture. This shift has been the fundament of Activity Based Working. We help to reimagine what the physical environment means for your workplace culture and look at your organisation's work processes and activities to understand what is needed to support your people.

LK: The New Way of Working can encapsulate a combination of work styles. To be more precise, I can share a few defining features of both.

New Ways of Working is the overarching concept that includes different methods to improve how work is done, focusing on flexibility, collaboration, technology, and employee well-being.

It's about transforming workplace cultural and operational aspects to make it more adaptable to the needs of modern employees and businesses.

Activity Based Working is a workplace strategy within NWoW that provides different workspaces tailored to specific tasks or activities. ABW gives employees the autonomy to choose where and how they work based on the nature of their tasks, whether it's quiet spaces for focus, open areas for collaboration, or breakout rooms for informal meetings.

ABW is a method that starts by analysing people's work activities and how you can support these in the best way. With technology, with physical spaces, and with the right leadership style. Again, this requires a new way of thinking. It fundamentally challenges how things are done and investigates how they can be done smarter.

LK: Analysis helps drive a strategic understanding of how your people work. V+C implements surveys, interviews, ethnographical (observation) studies, and innovative research methods like digital collaboration data and Organisational Network Analysis (ONA).

These tools help organisations understand how their people interact with their workplace.

We then make recommendations for the future through strategic and forward-thinking scenario modelling. These insights help navigate the future of work in a hybrid office, especially when balancing individual and collaborative spaces and needs.

LK: A well-designed hybrid office includes a variety of zones that allow employees to choose environments that best support their specific tasks. Selecting the appropriate environment helps promote productivity, collaboration, and wellbeing.

The eight key categories of zones that a hybrid office should include:

1. Focus: For deep, individual work that requires concentration and minimal distractions.
2. Collaboration: Facilitating teamwork, brainstorming, and group discussions.
3. Social: Encouraging informal interactions, socialising, and relationship-building among employees.
4. Touchdown: Temporary workspaces for employees on the go and only need to sit down temporarily.
5. Learning: This can include training, professional development, and continuous learning.
6. Wellness: Providing spaces for relaxation, mindfulness, and/or physical activity for health and well-being.
7. Private Meeting: Spaces for confidential conversation and focused discussions.
8. Projects: Dedicated to focused creativity and innovation through flexible and dynamic spaces.

LK: Years of experience have taught us that desk-booking doesn't really work. Simply because booking desks is providing a complex solution to something quite simple.

It might help plan the use of the office in general but less so for reservation purposes. Evidence has shown us that around 45% of the time, people reserve a desk but don't use it.

Instead, reservation systems have proven beneficial for bigger meeting rooms or project spaces that are are scares or in high demand. These spaces are more difficult to find on an ad-hoc basis. 

We continuously work with clients to test and learn around human behaviours to improve the workplace experience. An example of that is how teams plan to sit together when they occasionally come in all together. We test whether booking a team-table or team space is most beneficial for this.

There are two top tips I recommend to every organisation undergoing a workplace transformation:

• Aim to co-create: From initial visioning sessions to a functional layout of your new hybrid office space, it's imperative to co-create a workplace concept for your organisation by engaging your people. This collaboration will help you to create something that truly supports them in their day-to-day work.
•  Keep a functional focus  When there's too much focus on aesthetic design thinking and not enough focus on functional needs, it's a red flag. We aren't just talking about how to use a space and make it effective/comfortable but functional to suit the business and team's success.

We need insights from leadership on the smartest direction to best support how people work. This strategic approach requires change management from the start because even those who are open to change still need help adjusting to the change. We are there to provide expert guidance from the onset through to after project completion.

LK: A multifaceted approach that considers the blend of remote and in-office work is vital to measuring success in a hybrid office environment.

We look at metrics that encompass productivity, collaboration, and a positive workplace culture.

Here's a breakdown of five categories of workplace metrics that I would recommend for any hybrid transformation:

 

Sense of Community Metrics

• Employee Pulse Checks: Use of regular surveys (e.g., pulse surveys) to assess how connected employees feel to the company, their teams, and the office environment.
• Participation in Team Events: Tracking of participation rates in both virtual and in-person team-building activities, social events, and company-wide meetings.
• Retention Rates: Use of retention figures to indicate a sense of community and belonging within the hybrid model.

Knowledge and Idea Sharing Metrics

• Employee Pulse Checks: Survey use to assess how people assess the quality of knowledge and idea-sharing.
• Collaboration Tool Usage: Monitor the use of collaboration platforms (e.g., Slack, MS Teams) to track how frequently employees are sharing knowledge, brainstorming, and working together on projects, within and outside their direct team.
• Innovation Metrics (long term): Measure the number of new ideas generated, patents filed, or initiatives launched as a result of collaborative efforts.

Occupancy and Office Dynamics Metrics

• Office Occupancy Rates: Regularly track the percentage of employees present in the office, aiming for around 70% occupancy on selected days to maintain a desired level of energy and dynamics.
• Space Utilisation: Analyse how office spaces are used, including meeting rooms, collaborative areas, and quiet zones. High utilisation of these spaces suggests an effective and dynamic office environment.
• Employee Satisfaction with Office Environment: Conduct surveys focusing on employees' satisfaction with the physical workspace, including their perceptions of energy, noise levels, and overall office atmosphere.

Productivity and Performance Metrics

• Employee Pulse Checks: Survey to assess how people assess if the hybrid office is supporting them to be productive (individually and as a team).
• Individual and Team Performance Reviews: Regular performance assessments can help determine if the hybrid model supports or hinders employees in achieving their goals.
• Task Completion Time: Measure the time it takes to complete tasks, comparing remote vs. in-office work scenarios to identify any significant discrepancies.

Employee Well-being Metrics

• Work-Life Balance Scores: Include specific questions in employee surveys to assess how well employees feel they are balancing work with personal life in a hybrid setup.
• Absenteeism Rates: Monitor absenteeism as a potential indicator of burnout or disengagement in remote or in-office environments.

With a combination of the above metrics, organisations comprehensively understand how well their hybrid office model works. These key metrics help identify what is fostering a sense of community, facilitating knowledge sharing, and maintaining a dynamic office environment.

LK: Reflecting on my 22-year journey with Veldhoen + Company, which aligns with celebrating our 35th anniversary, I'm filled with immense pride and gratitude. For over three decades, Veldhoen + Company has been at the forefront of pioneering new ways of working, guiding organisations to be forward-thinking in creating enjoyable and successful environments for their people.  

LK: For me, the world of work in one word is CURIOSITY.

Curiosity is the foundation of continuous improvement—it drives us to ask questions, seek new perspectives, and remain open to change. We discover better ways of working through curiosity. We also challenge old assumptions and stay adaptable in an ever-evolving environment. In my experience, that sense of wonder and willingness to explore leads to meaningful innovation and growth.

The New Way of Working is more than just a trend—it's a complete overhaul of how we think about work, where we do it, and how it integrates with our lives. By prioritising flexibility, well-being, technology, and continuous learning, we've helped clients to create environments where employees thrive, productivity soars, and innovation flourishes.

As we move forward, one thing is clear: the future of work is here and is driven by the needs of employees and the possibilities of technology. This shift is not just a temporary adjustment but a fundamental shift that will continue to shape the workforce.