Managing Management: Post-COVID Workplace Advice for Architects
Jan 25, 2023
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2023-01-25 18:00:002023-01-25 20:00:00America/New_YorkManaging Management: Post-COVID Workplace Advice for ArchitectsWith the unwinding of the COVID-19 pandemic, architecture offices are in the process of debating next steps, such as the tradeoffs between remote-only work, office-only work, and hybrid work, and how critical the role of management and communication is in parsing what these tradeoffs truly are. The rapid change in work/life patterns means that firms cannot effectively rely on precedent or business-as-usual thinking to identify how teams and staff can work together effectively. A critical examina
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With the unwinding of the COVID-19 pandemic, architecture offices are in the process of debating next steps, such as the tradeoffs between remote-only work, office-only work, and hybrid work, and how critical the role of management and communication is in parsing what these tradeoffs truly are. The rapid change in work/life patterns means that firms cannot effectively rely on precedent or business-as-usual thinking to identify how teams and staff can work together effectively. A critical examination of firm culture and policies is necessary.
If you work at an architecture firm in any capacity—from principal to intern and from design to administration—please join us for this important discussion with HR experts representing small, medium, and large architecture firms in New York City as they address the following questions and more:
What is the right balance between remote work and office work, or is there one?
What are the tradeoffs between office work and remote work? How can we balance them and communicate effectively?
What are the right characteristics to look for in good management and communication in remote, in-office, and hybrid settings?
How can we better manage expectations? How can firm leaders, HR, and staff more transparently communicate factors that underpin decisions and policies?
Acknowledging the “Quiet Quitting” wave, has the return to the office impacted this phenomena and what strategies are there to mitigate it?
Sarah Capichioni, Human Resources Manager, Morris Adjmi Architects Joel Peterson, SHRM-SCP, Associate Director of Human Resources, KPF Shannon Rodriguez, Human Resources Director, Principal, FXCollaborative
Jacob Reidel, AIA, Co-Chair AIANY Future of Practice Committee, Assistant Professor in Practice, Harvard University Graduate School of Design
About the Speakers:
Sarah Capichioni is the Human Resources Manager for Morris Adjmi Architects, an internationally-acclaimed architecture and design studio. Dedicated to ensuring both performance and the wellness of the team, Capichioni strives to create a quality work environment through the development and implementation of firm-wide policies, processes, and initiatives. She is responsible for all areas of HR, including talent development, performance management, recruiting, and onboarding. Her role offers her unique insight into the firm, as she is the only person who works with each employee, serving as a direct resource for guidance and mentorship.
Joel Peterson, SHRM-SCP, is the Associate Director of Human Resources at Kohn Pedersen Fox Associates (KPF), a global architectural design firm based in New York City. Peterson has worked in the AEC industry as an HR leader for 14 years helping “build the people who build the buildings.”
Shannon Rodriguez joined FXCollaborative in 2005 and currently serves as Human Resources Director. She is one of the firm’s “go-to” people for direction, guidance, and mentorship, and is responsible for performance management, mentoring and training programs, employee relations, recruiting, staffing, and benefits administration. Rodriguez has been instrumental in helping to establish FXCollaborative’s diversity and inclusion initiatives and is an advocate for all employees.
Jacob Reidel is an architect and a faculty member of the Harvard University Graduate School of Design where his teaching and research critically examines architectural practice and the future of the workplace, both within and beyond the AEC industry. Throughout his career he has sought to expand the traditionally defined role of the architect, and his two main professional priorities are 1) to create spaces and places that improve lives and 2) to develop new practices, products, and processes that empower those whose labor — from the design studio to the job site — goes into creating our spaces and places.
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