Come Together: KA Culture Group Plans for Transition
Diane Duguay, Director of Employee Relations and Diversity
When construction on Kraus-Anderson’s new corporate headquarters was completed in fall 2017 in downtown Minneapolis, about 250 employees from multiple offices, companies and functions came together under one roof.
The Metro Office Consolidation and Alignment Committee, also known as the Culture Group, worked to support a successful transition. Committee Chair Diane Duguay and Co-chair Jennifer Parent shared the group’s progress.
Talk About the Committee and Why It Was Formed
Diane Duguay, Director of Employee Relations and Diversity: Senior leadership formed the group as part of its strategic initiatives. The committee had met monthly since May 2016 to build alignment and gather policies and practices from metro-area offices as employees prepared to unite in one building.
Duguay said the committee represented a range of positions, offices and roles. The group drew on those perspectives to help employees navigate change.
“People often have concerns about change, but once they are in the new environment, they often find those concerns are unfounded,” Duguay said. “We wanted this to be a positive experience for employees.”
Many employees had already transitioned to temporary Minneapolis offices. A common theme was appreciation for the open work environment and natural light. Some challenges involved moving from private offices to workstations and learning workstation etiquette. The committee planned reminders and encouraged employees to communicate openly, graciously and tactfully with one another.
Jennifer Parent, Culture Group Representative
Jennifer Parent, Proposal Coordinator: Parent had moved from the Circle Pines office to a telecommuting role in Colorado, then returned to Minnesota and began working in the temporary Minneapolis office.
She initially had questions about technology, staying connected to colleagues and maintaining relationships developed in the Circle Pines office. After returning to Minnesota, she also adjusted to a longer commute and being farther from her children during the workday.
“Those concerns worked themselves out,” Parent said. “I was welcomed back into both the Circle Pines and Minneapolis offices. I enjoy the open environment and appreciate having options when I need quiet time or a quieter workspace.”
What Has Kraus-Anderson Learned From Previous Consolidations?
Duguay: Clear, early communication is critical when change is underway. Employees benefit from receiving information throughout the process, even when that can feel like overcommunication.
Change also brings opportunity. The new open-concept floor plan and workstation layout created more opportunities for employees to interact with colleagues they might not otherwise see or speak with.
What Topics Did the Committee Discuss?
Duguay: The group explored questions including:
- What worked well in previous consolidations?
- What could be handled differently?
- What office traditions should continue?
- Which offices had summer hours?
- Which offices held team-building events?
- How did offices approach casual Fridays?
- How could policies related to wellness, the fall giving campaign, dress code, weddings and baby gifts, anniversaries, retirements and telecommuting be aligned?
How Was Committee Feedback Used?
Duguay: Early results were shared in a leadership meeting. Human resources planned to share final findings with senior management and recommend an action plan for aligning policies and practices.
What Were Some Early Findings?
Duguay: The committee included employees from departments, locations, generations and a range of service tenures. Members held open, respectful discussions and brought forward useful perspectives.
The group used practices from Lean Coffee to make meetings more productive, including a timekeeper, Trello and plus-delta feedback.
What Were Some Plus-Deltas From Meetings?
Duguay: Positive feedback included strong conversation, participation from all members, productive discussions and an emphasis on hearing every voice.
Opportunities for improvement included appointing a timekeeper, selecting fewer topics, allowing the group to vote when time ran short, staying focused and adjusting the meeting start time.
The new headquarters building consolidated multiple offices
How Did Committee Input Influence Building Features?
Duguay: One employee asked whether the fifth-floor terrace could include a grill. Rich Jacobson said he would confirm whether a gas line could be included.
The group also discussed reissuing the workstation etiquette document and identified a need for substantial collaborative workspace and meeting rooms. Because members involved in the building design process participated on the committee, that feedback could be shared early.
As consolidation and alignment work continued, employee questions, needs and concerns informed the development of standardized policies and practices where appropriate.
What Should Every Employee Know?
Duguay: Leadership supported the transition as an early strategic initiative and encouraged employees to come together as one united organization. The goal was a collaborative, healthy and thriving workplace where employees could contribute, grow and succeed.
For additional perspective on employee transition and workplace culture, read about helping new employees start strong and preparing employees for the move back downtown.
If you are a Kraus-Anderson employee with a question or suggestion for the Culture Group, please contact Diane Duguay or Jennifer Parent.
CATEGORY: KA Culture