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URS has in-house expertise in office-space sourcing, provider engagement, site evaluation, workplace planning, infrastructure coordination and operating support. Workspace ownership, availability and commercial terms depend on provider and location.
Workplace choices affect hiring reach, team experience, infrastructure, continuity and operating cost. Workspace must fit the work and attendance pattern rather than a generic seat target.
An India workplace is part of the operating model. It affects which talent pools are realistic, how often teams can collaborate, how leaders support a new centre, what technology and access controls are needed, and how easily the footprint can adapt when the mandate changes. A workspace decision made only on quoted rent can create expensive constraints later.
The useful starting point is a workplace brief that connects business mandate to workforce behaviour. A 25-person product or engineering team may need a flexible, well connected launch environment and a few dependable collaboration rooms. A 150-person cross-functional GCC needs predictable onboarding capacity, manager space, secure meeting rooms, IT support and a clearer attendance model. A mature multi-floor operation needs facilities governance, resilience, access management and expansion options that can be managed without disrupting delivery.
URS brings in-house workplace solutions expertise for requirements definition, site and provider evaluation, planning and operating coordination. Property availability, lease terms, statutory conditions and provider commitments are confirmed with the selected provider and the client’s authorised decision makers.
The FY2026 Nasscom–Zinnov research includes real-estate data across India’s top eight GCC cities. Use this as a reason to compare city and submarket evidence systematically; verify current inventory, site terms, commute and provider commitments directly before selection.
Headcount is only one input. The mix of roles, attendance assumptions, customer or security requirements and speed of change determine what should be evaluated.
Prioritise speed, commute practicality, reliable connectivity, secure access, manager visibility and rooms that support interviews, induction and remote collaboration. Avoid committing to a footprint that assumes the first hiring plan is permanent.
Test team-neighbourhood design, meeting demand, equipment staging, visitor process, employee amenities, site support and growth reservation. Attendance patterns should be based on role needs and leadership expectations rather than an arbitrary desk ratio.
Introduce facilities service levels, access and incident procedures, project governance for expansion, business continuity assumptions and a capacity forecast tied to hiring and programme milestones. Treat provider performance as an operating relationship, not a one-time transaction.
The client retains approval of commercial commitments, security requirements and occupancy decisions. URS can coordinate the work that makes those decisions better informed.
| Activity | URS contribution | Client responsibility | Decision or approval |
|---|---|---|---|
| Workplace brief and evaluation criteria | Facilitate requirements, comparison criteria and evidence capture. | Confirm mandate, attendance, budget range, security needs and approvers. | Approve evaluation priorities and trade-offs. |
| Site and provider comparison | Coordinate site inputs, scoring and questions for providers. | Review commercial, legal, security and business suitability. | Select preferred option subject to due diligence. |
| Readiness and move-in coordination | Track dependencies across fit-out, technology, facilities and onboarding. | Approve access, equipment standards, acceptance and go-live plan. | Sign off readiness and escalation route. |
| Ongoing workplace operations | Coordinate agreed facilities routines and issue visibility. | Own policy, expenditure authority and provider contract decisions. | Review service performance and changes. |
A provider comparison should make assumptions testable. The same site can be a strong choice for one operating model and a poor fit for another.
Assess the site against the role mix being hired, transport patterns, shift requirements, employee safety expectations and leadership travel. Commute is not an employee-experience detail; it affects attendance, attrition risk and the practical reach of the hiring plan.
Separate focused work, team collaboration, confidential conversations, training, interviews and informal interaction. Compare fixed capacity, flex capacity, expansion rights, notice conditions and the operational impact of adding teams mid-quarter.
Treat connectivity, endpoint staging, meeting-room technology, physical access, reception and support routes as linked readiness workstreams. A space is not operationally ready because furniture is installed.
Confirm mandate, initial and expected workforce, attendance pattern, location boundary, workplace policy, budget authority, security needs and target date. Record unknowns as assumptions.
Use a weighted comparison that includes operational fit, provider capability, commute, infrastructure, flexibility, commercial questions and implementation risk. Escalate legal and commercial review to authorised specialists.
Coordinate workplace, IT, security, facilities, HR and recruitment dates. Identify which items must be accepted before onboarding, and which can follow in a controlled second phase.
Review occupancy, employee feedback, meeting demand, service incidents, provider performance and growth assumptions after launch. Use the evidence to adjust the next capacity decision.
Protect flexibility through staged commitments and a documented trigger for expansion. A large initial footprint can constrain capital and operating decisions when priorities move.
Make the same readiness plan cover access, network, devices, meeting rooms, support coverage and onboarding. A missing dependency can delay a whole cohort.
Translate provider promises into named contacts, service expectations, acceptance criteria and escalation. This is particularly important where a GCC depends on shared building services.
URS has in-house expertise in office-space sourcing, provider engagement, site evaluation, workplace planning, infrastructure coordination and operating support. Workspace ownership, availability and commercial terms depend on provider and location. A useful next step is to document the decision owners, assumptions and information needed to validate the option. A workspace brief tied to team and operating needs
URS has in-house expertise in office-space sourcing, provider engagement, site evaluation, workplace planning, infrastructure coordination and operating support. Workspace ownership, availability and commercial terms depend on provider and location. A useful next step is to document the decision owners, assumptions and information needed to validate the option. A workspace brief tied to team and operating needs
The site does not claim property ownership. URS brings in-house workplace expertise in sourcing, provider engagement, evaluation, planning and coordination; providers confirm availability and commercial terms.
Define the role mix, team size range, attendance expectations, commute constraints, security and connectivity standards, facilities needs and timing. Keep growth assumptions explicit.
Share your priorities, constraints and timing for office Space & Workplace Solutions. We will route the enquiry to the relevant URS capability team.