Shell’s pilot program offers a glimpse into how some companies are redesigning their...
Shell's 93-acre Woodcreek campus in the Energy Corridor is getting some upgrades as employees return-to-work post pandemic.Darci Sinclair’s 16-year career at Shell has taken her around the globe, but not once did she think about the design of the corporate offices.
Shell reopened its Houston offices in November, but adopted a hybrid model, allowing employees to split their work schedule between home and office. As part of its embrace of a hybrid culture, Shell is experimenting with new design concepts under what it’s calling its “Future of Work” strategy. To help shape its workplace design strategy, Shell has hosted focus groups to get employee feedback. Using virtual whiteboards, employees can mark up digital renderings, placing virtual sticky notes on boards and posting hearts and x marks on areas of a design that they like or dislike. As a way to generate new ideasemployees brainstorm how they might tackle a particular problem if they had no money or if they worked at Apple or Google.
“What I realized was how different everybody was in terms of how they wanted to use the office,” said Sinclair, who participated in the focus groups. “I want to go to the office to get to see my colleagues and have a conversation around a table, but some people want to go to the office because they have kids and they want quiet.
The experimentation recognizes that the definition of “workplace” has changed. After surveying employees, Shell developed a flexible work policy that avoids a one-size-fits-all approach, said Trish Moore, vice president of human resources at Shell. Instead, individuals and teams create their own remote schedules.
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