Training for new ways of working
Regulatory framework and 4 types of usage to cover
Training 6 weeks before move-in means losing a significant portion of the educational investment: the useful window is W-1 / W+1, not W-8. Training for new ways of working, structured in 4 steps over 12 weeks, has been Kytom’s operational answer since 2006 to a simple question: how do you ensure rapid adoption of flex office working when a project delivered without training generates a significant volume of additional support tickets? The regulatory framework requires the employer to inform employees about the conditions of use of their environment, and the INSEE (2023 Employment Survey) reports that 33% of service-sector employees work remotely at least one day a week, which redefines how premises are used and therefore the training to be deployed.
The shift to flex office working disrupts routines built up over several years, and the absence of training produces measurable effects. Regulations require the employer to inform and train employees in new arrangements, particularly ergonomic ones. The applicable standards set the dimensional criteria for a service-sector workstation and govern acoustic confidentiality. Feedback on managing service-sector reconfigurations documents the impact of consultation on adoption and leads to involving staff representatives from the mapping stage onwards.
Four types of usage structure the sessions:
- booking of shared spaces (offices, meeting rooms, booths);
- acoustic confidentiality rules;
- the use of audiovisual and videoconferencing tools;
- compliance with clean desk policy and personal lockers.
Our reading differs from the industry consensus on one specific point: training for new ways of working is not an HR expense, it is property insurance. Our experience shows that a project delivered without support for ways of working generates more support requests in the first few months and an occupancy rate below the initial targets. On a flex office site sized for a ratio of 0.7, such a loss of occupancy is equivalent to an under-use of usable floor space that quickly exceeds the cost of a complete training programme.
A 4-step method calibrated over 12 weeks
The training follows the actual pace of the fit-out works, from the upstream phase through to post-delivery feedback. On a standard service-sector floor area, we generally schedule 6 to 10 sessions, making it possible to train all the employees concerned over the duration of the works.
| Step | Milestone | Deliverables | Format |
|---|---|---|---|
| 1. Mapping | W-8 | 3 to 6 personas | 2-hour HR workshop |
| 2. Production | W-4 | PDF guides, 90-second videos, 20 to 30-minute e-learning | RGAA-compliant |
| 3. On-site sessions | W-1 and W+1 | On-site demonstrations | In-person 45 minutes, 12 to 15 people |
| 4. Feedback | W+4 and W+12 | Adjustment of rules | 60-minute workshop |
The content is aligned with the client’s graphic charter and with the RGAA 4.1 standard. The in-person sessions include a direct demonstration of the equipment, videoconferencing, connected lockers and occupancy sensors, which anchors the rules in a tangible context. The materials remain accessible for 24 months via a dedicated platform, ensuring the upskilling of new arrivals and the archiving of the rules validated during the workshops.
For the CFO and the Asset Manager: rapid ROI and impact on asset value
For the CFO, the chain of causation is clear: 18 percentage points of meeting-room occupancy gained make it possible to absorb headcount growth without re-leasing additional sqm, and 0.3 FTE freed up in facilities management is worth 18,000 to 22,000 EUR in fully loaded payroll per year. For the Asset Manager, a site with well-managed usage rules shows a reduced reinstatement cost at the end of the lease and falls within the trajectory of the service-sector decree with documented usage intensity, two criteria that weigh on the asset’s valuation. On a standard-sized project, the return on investment is generally observable within the first year, thanks to reduced damage, better use of floor space and fewer rework on the project.
3 points to watch: timing, coverage, governance
Three limitations must be anticipated to avoid a rapid erosion of the educational gains.
- Timing. A session organised too far in advance of move-in loses much of its effectiveness: employees do not memorise rules disconnected from the physical context. Scheduling at W-1 and W+1 remains the optimal window.
- Coverage. On multi-site organisations, the attendance rate at in-person sessions rarely exceeds 70%, which makes an e-learning supplement essential. Refresher sessions at W+12 make it possible to reach coverage close to 95%, particularly for employees working remotely.
- Governance. Without identified internal relays (2 to 4 ambassadors per 100 employees), the rules validated in the workshop dissolve within 6 to 9 months. Ambassadors are appointed as early as step 1, and their specific 4-hour training determines the long-term sustainability of the programme.
Frequently asked questions
When is the right time to train employees in new ways of working?
The optimal window is at W-1 and W+1 around the move-in date. More than 6 weeks before delivery, a significant portion of the educational investment is lost, because employees find it difficult to memorise rules disconnected from the physical context.
