Staff

<html><body>
Savills Australia is celebrating recruitment success, after enlisting 12 staff members from JLL’s Sydney and Melbourne industrial businesses in the past four months.
Savills Australia &amp; New Zealand CEO, Paul Craig, said the company was “aggressively growing several core divisions”, with the Industrial &amp; Business Services and Office Leasing product lines leading the charge.
"We have welcomed more than 300 new staff members in the past 12 months, with 66 of those starting in the past six weeks." 
“Of the new hires, 15 are returning employees, highlighting the attraction of Savills collaborative workplace culture and our ongoing commitment to developing our people," he concluded.
The agency’s Industrial &amp; Business Services division is set to expand with the appointment of 12 industrial team members from JLL, including directors Michael Wall, Nick Crothers, Brad Esler, Scott Nienhuis, Jeremy Cooper and Edward Washer.
National head of Industrial &amp; Business Services, Michael Fenton, who also joined Savills from JLL last year, said the recruitment was consistent with the business’ national growth strategy to take Savills to the top ranking in the Australian industrial market.
Savills have also opened a new South Sydney Office (pictured).
The news follows Savills announcement of an alliance with Queensland-based proptech start-up company, SA1 Property, in late 2018.
Mr Fenton said the union had been allowing Savills to provide its clients with "unique information for location decisions," which were likely to result in “millions of dollars in savings for industrial occupiers and de-risk the investment thesis for investors and developers in transactions”.
“This is an exciting point of difference for Savills and is generating business for our industrial agency and tenant representation product lines,” he said.
 
</body></html>

j.ballantyne1990-6AQqhLzZaK

Savills Australia welcomes over 300 new staff members in the past year

<html><body>
Existing staff habits could derail the implementation of new workplace strategies according to commercial real estate firm JLL.
JLL’s associate director of workplace strategy, Nathan Sri, said many staff have long-ingrained habits relating to their work space, and the power of habit is the single biggest risk to workplace change programs
Mr Sri said facilitating a change in people’s habits relied on two critical success factors; how they relate to space and technology.
“It’s about the ability of staff to adopt the new space according to their work tasks and business drivers, and their ability to utilise the technology to drive congruent values and behaviours,” he said.
"As surprising as it may be, brain scans show that elite athletes use significantly less of their brain than their non-elite counterparts. In fact, extensive research has found that the cognitive side of the brain is used less and less as the athlete begins mastering his actions and movements. 
“Practice makes permanent, not perfect. This idea can also be applied to the knowledge worker when they are transitioning to a new work space. The longer individuals are in a certain workplace arrangement, the more entrenched their habits relating to that space become.
"it was important for companies to realise that the organisational change process can start a number of months before a company moves into a new space, and that this was a key factor in mitigating risk.
“The fallacy is for companies to think that they need to wait for their brand new office before they can affect behavioural change among staff. Staging behavioural changes helps break down the change into chunks that allow staff to adapt changes and adjust their habits in a more gradual process – preparing them for the change when it officially arrives.”
JLL’s Director of Workplace Strategy, Dinesh Acharya said the success of a workplace program depends largely on a well-conceived change program that considers the needs and experiences of employees and in particular, managers, in order to inspire new conversations and behaviours over time.
“Too often, change management programs focus on communicating to employees, assuming that if we inform people of the change, they will ultimately embrace it. While strategic communications are effective in many situations, the more complex initiatives that aim to drive new collaborative ways of working require a more subtle and continuous approach to managing change," he said.
 
</body></html>

Staff

Editor's Picks

Have something to contribute?

The latest real estate & off the plan properties & news, delivered to your inbox.

Developments

New apartments

New townhouses

News

The latest real estate & off the plan properties & news, delivered to your inbox.

Staff

Editor's Picks

Receive the latest news stories to your inbox

Have something to contribute?

The latest real estate & off the plan properties & news, delivered to your inbox.

Developments

New apartments

New townhouses

News

The latest real estate & off the plan properties & news, delivered to your inbox.