All the comforts of office

Some working environments are obvious bad fits. Can you imagine Charles Schulz's Pigpen at a computer chip company — wearing a white suit and working in a sterile cleanroom? Not possible! As Pigpen told "Peanuts" readers in 1954: "I have affixed to me the dirt and dust of countless ages. Who am I to disturb history?" With any luck, he grew up to be a construction supervisor or an archaeologist and felt right at home in his workplace.

The physical environment where you spend most of your waking hours matters.

"Fit is important, because, when you are happy, you work better. You're more productive, and everybody benefits," said Ava S. Wilensky, management consultant and co-founder (with Sheila L. Margolis) of CORE InSites Inc.

Research has confirmed that much of worker satisfaction is linked to issues such as salary, technology management and work/life balance, but it also is affected by physical factors, such as comfort, air quality, noise, lighting and office design.

"If you like your job but dislike its physical environment, you won't do your best work. You want to be in a place that lets you excel and learn, and your work environment is a big part of that," said Lance Lanier, senior manager of staff selection at Chick-fil-A.

Lanier described Chick-fil-A's campus as inviting and designed to enhance employee communication and interaction.

"You drive down a winding road with a lake on one side. You enter the building in an atrium-style foyer that is light and airy," Lanier said. "It's rare to see a closed office door, and one management floor has glassed walls. Art and [company founder] Truett Cathy's collection of vintage cars are part of the building. It feels like a nice home."

The company recently put in new floors, lighting and soundproofing.

As in many homes, the "kitchen" — cafeteria — is the center of social activity. The company serves Chick-fil-A sandwiches, hot entrees and a fruit and salad bar free to employees daily.

"Not having to drive somewhere for lunch promotes productivity, but it also promotes staff interaction. You see people conducting business, interviews or just building relationships over lunch," Lanier said. "You'll find the room busy at 3 in the afternoon, too, as teams use it for impromptu meetings or get-togethers."

There's a child care center for employees' children (infants through preschool age) on site, as well as a fitness center where employees join group exercise classes or work out during the day.

"When they expanded the fitness center two years ago, Cathy told employees that the company had made the investment for their benefit, and he didn't expect them to use it only before or after work. The company trusts us to manage our own schedule during the day. As long as we're productive and getting the work done, it doesn't matter when we work out," Lanier said.

Last year, the company sponsored a marathon run at Disney World; this year a group is climbing Pikes Peak.

The dress code is business attire, because Cathy believes that people act more cordial and professional in professional dress. One of the things Lanier likes best about the company culture is the respect that co-workers show for one another.

"Most companies understand that a welcoming environment helps attract and retain employees," Lanier said. He attributes it, in part, to younger generations in the workplace. "They're less driven by the bottom line and more interested in balancing work with the rest of their lives."

Generational differences

Creating a comfortable environment is more challenging with four generations sharing the workplace, each of which has a different work style. What is a comfortable way to work for a 20-year-old — iPods, instant messaging, jeans and meetings at Starbucks — may be uncomfortable or even distracting to a 60-year-old who wants quiet and privacy.

"Sometimes getting the puzzle to fit is as much art as science. Good communication is so essential in every aspect of company culture, so that small issues don't become dramatic problems," Wilensky said.

"We want to attract and retain top talent from every generation, so we strive to create places where people can be inspired and creative — and balance their work and lives," said Maureen Schumacher, regional manager for the Southeast region of Google.

The company established an office in Atlanta in 2001 to bring its sales and operation team closer to its Fortune 1,000 clients here. Its Midtown office has about 50 employees.

Google's structure is very flat and broad, with product ideas coming from all employees, not just managers, Schumacher said. The multigenerational staff works in teams of five to seven people, and employees are expected to be self-motivated and self-directed.

"We want people to feel empowered, and we expect them to have a voice and an opinion. We work collaboratively here, so a lot of what we do facilitates that collaboration," Schumacher said.

It's a close-knit, cubicle environment with natural light and conference areas named after Atlanta locations, such as Grant Park and OTP (outside the Perimeter). Lunch is brought in daily, and small kitchen areas are stocked with snacks. There's a library, a game room, phone rooms (for private conversations) and a mothers room (for nursing).

The building is wireless, and employees have the freedom to work where they want. They can take their laptops to a conference room or the library for quiet, or they can work out an idea over a game of Ping-Pong.

"It would be hard to walk into our office and not realize that this is a place where it's easy to turn around, ask a question and get an answer. We're committed to teamwork," said Sunny Gettinger, Google spokeswoman.

Before Schumacher came to Google, she believed that inspiration and creativity came mostly to individuals.

"This company has changed my philosophy. Seeing the teams work and their innovations is phenomenal. This idea of togetherness and sharing is very powerful," she said.

Of course, it's not for loners.

Finding your best fit

Although many workplaces have loosened up to allow for a greater variety of working styles and needs, "it's your responsibility to know your baseline of tolerance on issues like clothing, work schedules or the need for stimulation or quiet and to choose an appropriate workplace," Wilensky said. "You need to be clear about what will and won't work for you — to know what is necessary and where you are willing to compromise."

Before going to an interview, research a company on the Internet.

"Most companies drop a lot of hints about their environment on their sites," Lanier said. "Does the place look warm or sterile? Are there photos of people working or company outings?

"When you take the company tour, keep your eyes and ears open."

How do people dress? How do they talk with one another? Are they up and moving around freely?

"It's a fair question to ask to see a typical work space. If you see family photos, coffee mugs, plants and other personal items on desks, then you don't even need to ask if those are allowed," Lanier said. "You don't want to seem preoccupied with the physical environment — your focus should be on the job — but start building your impressions of what everyday life would be like there."

"You should look at the environment in terms of your needs and priorities," Wilensky said.

Ask about what's important to you, but "frame your questions in a positive and professional manner," she said. Don't say, "I need to listen to an iPod when I work," but, rather, "what is your policy about listening to music in the office?"

It's best to bring up personal issues, such as being allergic to perfume, after an offer has been made.

"Once a company has invested money in recruiting and selecting you, most will try and work around issues," Lanier said.

Keep in mind that, in joining a company or an organization, you're looking to be part of something bigger than yourself. You want a good alignment, but you're never going to find a perfect fit. No company is going to create its environment around you.

"To be part of a company, cause or profession you believe in, you may have to make some trade-offs, but those shouldn't cut to the core," Lanier said.

"Trust your gut," Wilensky said. "If one company feels better, there's a reason."