混合办公是否行之有效 Is hybrid really working -Creating a dynamic workplace for a productive workforce -jll

Research

Global|November2023

Ishybridreallyworking?

Creatingadynamicworkplaceforaproductiveworkforce

のJLSEEABRIGHTERW

2

Ishybridreallyworking?

Contents

Introduction3

Wherewearetoday

4

Surveyresultsinnumbers

5

Howtomakehybridwork

6

Balance

Crackthecode

Redesign

officeusage

ofperformance

officespace

8

13

17

Workplacestrategyinaction23

3

Introduction

Theconceptofworkandtheworkplacehas

undergonearemarkabletransformationsince2020,andbusinessesacrosstheglobearegrapplingwithapivotalquestion:ishybridreallyworking?

Employeeshaverenewedexpectationsabout

howandwheretheyworkandhavecometorelyongreaterflexibility.Employers,ontheother

hand,arestrugglingtodesigntherightworkplaceenvironmentthatsupportsbusinessneedsand

enablestheworkforcetoworkandinteractinwaysthatmaximizesproductivity.

Ascorporaterealestate(CRE)leadersstrivetobalanceevolvingexpectations,somecompaniesareinvestingheavilyinhybridwhileothersareputtingastoptofullyremotework.

Contents→

Beyondtheprovocativepresscoverage,the

realityisthatorganizationsaretestingavarietyofstrategiestomeetthenewexpectations

aroundworkandwhereit’sdone.

Understandingandbridgingthedisconnect

betweenemployersandemployeesregardingwhat’sexpectedisthekeyhurdleindevelopingconsistent,clearCREstrategies.

Howdoemployeesallocatetheirtimeduringaworkingday?Doestheexistinghybridofficesupportcollaborationalongsideindividualneeds?Whatworkplaceelementsboost

performanceandwhichhinderit?

Toaddressthesecriticalquestionsand

challenges,wesoughtthefeedbackof208CREdecision-makersacrosstheglobe.*Inadditionwedrewonthelearningsofayear-longsurveyof20,121officeworkerswhoareemployedbyinternationalcompanies.**

Inthisreportwehighlightthreehallmarksofasuccessfulhybridstrategy.Employerswhoarestrikingtherighthybridbalancefortheir

organization,culture,workforceandindustryaredevelopingadeepanddata-driven

understandingofemployeeneedsandwishesandredesigningofficestoaccelerateemployeeengagementandperformance.

*JulyandAugust2023

**October2022toSeptember2023

4

Ishybridreallyworking?Contents→

Wherewearetoday

Workplaceattendanceisthemostcontentiousissuecreatingdiscontentbetweenemployersandemployees.

Employerssay…

“Fullyremoteisnot

acceptableanymore”

Policiestoencouragepeoplebacktotheofficeprevailandmoreorganizations

mandateattendance.

encourageworkingfromtheofficeatleastsomeofthetime

haveimplementedsomeformofcompulsoryattendance

87%

33%

Employeessay…

“Wewanttomaintain

ourflexibility”

Theaveragenumberofdaysinthe

officeisincreasingsteadilybuthybridworkingremainstheemployee

preferenceworldwide.

theaveragenumberof

daysintheoffice

workfullyremoteorjustoneortwodaysaweekintheoffice;39%saidthisoneyearago

3.1

20%

2.8

days

25%

34%

36%

5%

35%

45%

18% 2%

0days(remote)

1-2days(remote-hybrid)3-4days(office-hybrid)5days(officeresident)

Ishybridreallyworking?Contents→

Surveyresultsinnumbers

Figure1a

Averagenumberofdaysintheoffice

CurrentpracticeEmployeepreference

3.1

days

Figure1b

Daysintheoffice:currentpracticevsemployeepreference

5%4%

25%

21%

12%

10%

30%23%

14%17%

27%

12%

0days1day2days3days4days5days

CurrentpracticeEmployeepreference

Figure2a

Workingfromtheoffice:changeovertime

20%

31%

35%

14%

2022H12022H22023H1

Figure2b

Workingfromtheoffice:bycountry

AsiaPacific

India

ChinaSouthKorea Australia Thailand SingaporeJapan

EMEA

Belgium Germany FranceSwitzerlandUK

Netherlands

NorthAmerica

Canada

US

AsiaPacific

Currentpractice

Employeepreference3.8 3.7

3.2

2.9

2.8

2.7

4.4

India

4.7

4.2

3.1

3.3

3.4

3.8

3.8

China

SouthKorea

Australia

Thailand

Singapore

Japan

EMEA

3.4

3.7

3.1

2.7

3.1

3.5

2.8

2.9

2.2

2.2

2.1

2.6

Belgium

Germany

France

Switzerland

UK

Netherlands

NorthAmerica

2.9

3.6

2.0

1.9

Canada

US

5Source:JLLResearch,2023

6

Howtomake

hybridwork

Contents→

Ourresearchrevealsthatthemost

forward-lookingcompanies,whichhavebeenmoresuccessfulthantheirpeersinmakinghybridworkfortheirorganization,dothreethingsbetterthanothers.

Theyknowwhatdrivesperformanceintheirorganization.Theyunderstandhowphysicalspaceandemployeeexpectationsimpactperformanceandproductivity.

Theyacknowledgetheneedsofa

neurodiverseworkforcetocreatetherightmixbetweensocialspaceandareasforfocusandprivacy.

Theydevelopahybridplaybookto

supportbehavioralchangeandbalancedofficeusage.Theymonitorworkinghabitsandempowermanagerstoorchestrate

theirteamsefficientlyineachlocationthroughouttheweek.Theycreaterealvalueinbeingonsite.

Theyleveragedataanddesignan

adaptablespacethatreconciles

flexibility,sustainabilityandcomfort.

Spaceisdesignedaroundworkhabitsanddecisionsarebackedbydata.

7

Ishybridreallyworking?Contents→

Keyactionstodeliverasuccessfulhybridstrategy

Evenwithinthesameorganization,thereisnoblanketsolutiontoperfectingthehybridworkplace-theapproachneedstobetailoredtoeachteamandeachjobtypeandrequiresconstantadjustmentsovertime.

•Understandanddecodethenewleversofperformanceofyourworkforceinahybridenvironment.Acknowledgethattheofficehastoaddresstheneedsofaneurodiverseworkforce.

•Designofficesthatarenotjustsocialhubsbutplacesthatcansupportfocusedworkandprivacy.Makesureyoubalancecollectiveandindividualneeds,bringingtogethertechnologyanddesigntoimprovethemixof

collaborationspaceswithspacesdedicatedtoprivacyandconcentration,providinghi-tech,ergonomicworkstationsacrosstheboard.

1

Crackthe

codeof

performance

•Developyourhybridplaybookandclarifyhouserulesaroundflexibility.

Definewhenemployeeshavetobeintheofficeandwhenitisoptional.Thisminimizesworkforcefrustrationandhelpstomaintainthework-lifebalancetheyhavecometoexpectwhiledrivingcommitmenttocoreteamand

workrequirements.

•Empoweryourmanagerstoplayaroleinorchestratinghybridwork.Trainthemtomanageinahybridenvironmentsotheydevelopaworkplace

communityandencouragecollaborationduringtimeonsite,ratherthansimplyoperatingassupervisors.

•Supportyouremployeeswhileplanningon-siteworksotheymakethemostofthenewtypesofspacesonoffer,andprovidetherelevanttechsupport.

•Adoptadata-drivenapproach.Measureandidentifyhowofficesare

occupiedtodefineyourapproachtothehybridworkplaceandexplorethepossibilitiesofsharedspacesandequipment.Decodeutilizationpatternsandworkingrhythmstocreateanoptimalworkexperience.

•Continuouslyassessemployeesatisfactionandmeasuretheimpact

ofthechangesintroducedintermsofwellbeing,performanceand

sustainability.Identifyopportunitiesforimprovementandcreateanagileenvironmenttosupporttheevolvingneedsofyourorganization.

3

Redesignoffice

space

2

Balanceoffice

usage

8

Ishybridreallyworking?Contents→

1

Crackthe

codeof

performance:

Balancetheneedforsocial

andfocusedworkspace

Newhybridenvironmentsbetteraddressthe

collectiveneedsofanorganizationthanthoseoftheindividual.

Beyondthetimeandcostofcommuting,the

biggestissuesimpactingemployees’timeintheofficerelatetoacousticsandtheabilitytofocus.

Whendesigningnewworkplaces,employersmustbetterassessthedifferenttypesofneedstocreateaplacethatallowspeopletoperformtheirbestregardlessofsensitivitiesanddifferences.This

meansforinstanceacknowledgingtheneedsofaneurodiverseworkforcetodesignanenvironmentthatnotonlyenablespeopletocollaboratebut

allowsindividualstoextractthemselvesfromthehustleandisolateformanagerialorfocusedwork.

Spacethatdeliversthismixwillreconcileanytensionbetweenemployers’andemployees’viewsonhowtoimproveperformance.

9

Ishybridreallyworking?Contents→

Employersquestionthe

productivitygainsthatwereattributedtoremoteworkduringthepandemic.Theyareafraidofthelong-termimpactonorganizational

performanceandontheabilityofthecompanytocreatesocialconnectionsandinnovate.

51%

rankexpectedproductivitygainsasakeyreasontoaskpeopletoreturntotheoffice

Employeeshighlight

theshortfallsofthenewhybridoffices.Poorofficeexperienceandnoisearemajorbarrierstoworkingfromtheoffice.

58%

ofofficeworkersthinkthat

theirhomeenvironmentbettersupportsfocusedwork

45%

considertheirhome

environmenttobebetterfor

theirproductivityoverall

28%

ofemployeessaythatnoise

isamajorbarriertoworking

fromtheoffice

22%

complainaboutthelackofprivacyforvirtualcallsand18%thelackoffocusspaces

10

Ishybridreallyworking?Contents→

Theproductivityperceptiongap

Productivityisatthecenterofworkplace

discussionstodaybutorganizationsstruggleto

empiricallydefineandmeasurewhatbestsupportsit.Misalignmentexistsbetweenemployersand

employeesaboutwhattypeoftasksandactivitiesshouldbedoneintheoffice,orwhatitmeanstobeproductiveinahybridcontext.

Afterthreeexperimentalyearsofhybridwork,anewawarenessoftheimportanceoftheofficeisemerging.Employersassociateon-siteworkwithnewbenefits,beyondimprovingcollaboration,socialconnectionandculturalbonds;theysee

itasasignificantcontributortoemployeeproductivity(Figure3).

Inpart,thisisduetoemployers’shiftingattitudestoperformance.Theynolongerconsiderthe

numberofhoursworkedperdayasaproxy

forproductivitybut,whenpeopleworkfrom

home,theydoexpectthatthetimesparedfromcommutingwillbereallocated,atleastpartially,towork.Theyalsorecognizethepowerofchancemeetingsandface-to-facecollaborationinthe

officetoboostemployeeengagementandtheirabilitytoinnovate.

Figure3

Employers’reasonsforencouragingemployeestoworkfromtheoffice

Face-to-facecollaborationCultivatingcompanyculture PotentialproductivitygainsIncreasedsocialconnections AbilitytomanagepeopleIncreasedinnovation

Mentorshipanddevelopment

TechnologycapabilitiesandresourcesImprovedonboardingandtrainingFocusonwellbeing

EmployeesallowedtochooseworklocationIncreasedcybersecurity

Other

Source:JLLResearch,2023

87%

61%

51%

47%

39%

32%

32%

25%

23%

18%

11%

11%

9%

11

Ishybridreallyworking?Contents→

Employeesvaluesocializationandcollaborationasmuchastheiremployersdo,butcitemany

challengeswhenworkingonsite.Thegreatest

barriersarethecostanddurationofthecommutewithemployeesarguingthattheycanbemore

efficientwiththeirtimeworkingfromhome.

Withhybridworknowmainstream,there

isgreaterawarenessaroundworking

conditions,withemployeesbecomingmorevocalabouttraditionalworkingmodelsandpushingformoreflexiblepoliciestosupportnewexpectations.

Figure4

Employees’barrierstoworkingfromtheoffice

Commutetime CommutecostOfficetimingconflictsNoiselevels

NoflexibilityinschedulingNoprivacyforvirtualcallsFoodcost

Familyresponsibilities/commitments Nofocusedspace Lowproductivity NonutritionoptionsPreferredseatavailability

Nopersonalstorage

None

Source:JLLResearch,2023

59%

43%

31%

28%

24%

22%

22%

18%

18%

17%

11%

9%

6%

1%

12

%(satisfaction/importance)

100%

90%

80%

70%

Soundprivacy

Acoustics

Human

IT

helpdesk

leadership*

Ishybridreallyworking?Contents→

Officespaceneedstochangetobettersupporthybridworkers

Hybridworkersfinditdifficulttoplantheiroffice

timesolelyforcollaborativetasks,makingit

crucialforofficestoenablefocusedworkandto

accommodateprivacy.Yetprivacyandtheability

tofocuspresentthehighestgapsbetweenhybrid

workers’viewofwhatismostimportantandtheir

currentlevelofsatisfaction(Figure5),suggesting

thathybridofficesandunassigneddesksdonot

catertothisneed.Thismarksashiftfromayearago.In2022,workforcedissatisfactionprimarilyrelatedtowellbeingandworkspacechoice.

Thatsaid,hybridworkersdovalueoffices

thatsupportcollaborationandsocializationandtheyappreciatethesenseofbelongingwhichcomeswithworkingalongsidetheircolleaguesonsite.

Understandingtheofficeperformance

factorsmostvaluedbyemployeeswillhelpcompaniestomakeimprovementstothe

physicalspace,technologyandflexibleworkarrangementstheyoffer.

Figure5

Humanexperienceintheoffice-whereemployersshouldfocustheirefforts

Top12workplacefactorswiththegreatestgapbetweenimportanceandcurrentlevelsofemployeesatisfaction

Deskbooking

system

Nutrition

Focused

individualwork

intheoffice

Focused

workin

theoffice

Technology

atwork

Thermal

comfort

Happiness

atwork

Chairintheoffice

Deltabetween

Importance(11-20%)

Satisfaction(>20%)

*Myorganizationprovidesanurturingandinclusiveworkenvironmentthatpromotesleaderswhoputemployeesfirstandencouragesapositiveculture

Note:Atotalof60factorswereassessedinthesurvey

Source:JLLResearch,2023

13

Ishybridreallyworking?Contents→

:

Balanceoffice

usage:

Developahybridplaybook,

monitorworkinghabits

andempowermanagersto

orchestratehybrid

Withthegoalofsupportingproductivityatthecenterofbothemployerandemployeeneeds,there’sanopportunityfororganizationsto

meettheneedsofboththroughanevolvedworkplacestrategy.

Measuringon-sitespaceusageandclarifyingexpectationsforemployeesarekeyingredientsindevelopinganeffectivehybridplaybook.

Understandinghowteamsareusingthe

officeandwhatenablestheirproductivityarenecessaryingettingitright.

Managerscanplayacrucialroleindefiningwhatmustbedoneonsiteversuswhatmaybedoneremotely.Theycanalsocreate

engagingopportunitiesforfacetoface

collaborationandteamwork.

Ishybridreallyworking?Contents→

14

Employershavelow

visibilityandinfluenceoverwhenpeoplecomeon

siteandwanttomeasurethisbetterwithoutbeingaccusedof‘surveillance’.

58%

ofemployershaveimplementedaflexibleapproachtohybrid

Only36%

aretrackingtheiremployees’

workstylestoday,makingit

difficultforCREteamstooptimizefootprintandoccupation

Employeeshavebecome

accustomedtoflexibilityandautonomyoverhowand

wheretheywork,andhavealteredhowtheymanageworkalongsidepersonalcommitments.

Only23%

saytheyhavenopreferenceintermsofdaysintheoffice-downfrom29%ayearago

18%

statethatfamilycommitmentsareakeyconsiderationwhenplanningdaysintheoffice

15

Ishybridreallyworking?Contents→

Figure6

Howemployersapproachhybridworkandmanageofficeattendance

44%44%

40%

26%

24%

21%

16%

12%

15%

NorthAmericaAsiaPacificEMEA

14%14%

7%

2%5%2%

Flexiblework:

FunctionDriven:

EmployeeChoice:

FixedDays:

Undecided

employeesexpected

approachvariesby

employeescanchoose

employeesassigned

tobeintheofficea

functionalneeds,

whentheywork

aspecificschedule

certainpercentageoftime,fixednumber

undertheumbrellaofthecompany

intheoffice

ofdaysintheoffice

ofdays,choiceofdayinformedbywork

philosophy

Source:JLLResearch,2023

Monitoringofficeusage

Themajorityofcompaniesdonotactivelymonitor

hybridworkstyles,andofficeattendanceisflexible

dependingontheworkin-hand(Figure6).

Whenattendanceisassessed,itisdonethrough

badgeswipesandaccesssystems.Veryfew

companiesusemanagerialandHRgovernance,IP

logindata,officebookingsoftware,orsensordata

–mostlikelybecausetheyfinditdifficulttotread

thelinebetweenmonitoringandsurveillance.Tech

isadvancinginthisspace,withtoolsavailablefor

organizationslookingtoadvanceinsightsthrough

dataandmetricsbydynamicallymonitoring

buildingsandpeople.

16

Ishybridreallyworking?Contents→

Clarifyinghouserulesandexpectationsaroundflexibility

Whileworkingremotely,employeesmadenew

arrangementstoreconciletheirprofessional

andpersonallives.Familyandotherpersonal

commitmentsnowdictatewhichdaystheyspendintheoffice.

Becausecompaniesdonot,onthewhole,imposefixedofficedays,patternsofpeakattendanceareemergingwithmostpeoplepreferringtowork

intheofficeonTuesdays,Wednesdaysand

Thursdays(Figure7),reinforcingthepatternweobservedin2022.It’slikelythatthisisrelatedtotheincreaseddesiretoblendworkandpersonalcommitments.Veryfewemployershavepushedback.Globally,only11%haveimplemented

fixeddaysintheoffice.WhileNorthAmericanorganizationspreferamorestructured

approach,fixeddaysarelesspopularinEMEA.

Figure7

Dayswhenemployeesprefertoworkintheoffice

54%

49%

Monday

Tuesday

Wednesday

Thursday

Friday

49%

35%

23%

17%

No

preference

%ofemployeeswhoindicatea

preferenceforworkingintheoffice

(bydayoftheweek)

Source:JLLResearch,2023

Managersshouldtaketheleadandopenthediscussionwiththeirteamtoclarifywhen

theyareexpectedtobeonsiteandwhentheycanworkremotely.Thisisanopportunity

forcompaniestodefinetheirapproachtohybridworkingandtoadapttoeachteam’sconstraintsandjobfunctionsalongsideanindividual’sdesireforflexibility.

17

Ishybridreallyworking?Contents→

3

Employersfindthemselvesinasituationwheretherearenotenoughdesksonbusydays,drivenbythecompetingdesirestocutcostsand

encourageofficeattendance.Sharedspacesand

Redesign

technologyareseenastheonlywaytoaddressthis.Companiesareinvestingheavilyinamixofpersonalandsharedspacesthatcanaddressa

officespace:

diversesetofneeds-fromwellbeingtotheabilitytoworkproductively.Yetthisdoesnotalignwiththefactthatmostpeoplespendthemajority

Thinkholisticallyaboutemployeewellbeing,

oftheirtimeatanindividualworkstationwhileintheoffice.

performanceand

Adoptingsuchredesignedworkplacerelieson

effectivechangemanagementtohelpemployees

sustainability

makethemostoftheirworkenvironment.Italsorequiresadata-drivenapproachtoensurespaceisusedefficientlytoachieveoptimumusage.

Ishybridreallyworking?Contents→

18

Employersfacecompetingdemandstocutcostsand

encourageofficeattendance.Sharedspacesareseenas

theonlywaytoaddressthis.

86%

ofCREleadersarefocusedon

reducingoperatingcosts

39%

recordofficeutilization

levelsbelow40%

69%

oforganizationshaveamixtureofassignedandsharedseatingtoday

42%

ofspacehasbeenadapted

forhybridwork

Employeesfindtheir

workinghabitsareoutofsyncwiththenewspacetheyareprovidedwith.

51%

ofthetimeisdedicatedto

individualworkinhybridoffices

52%

ofthetimeisspentat

individualworkstations

19

12%

11%

7%

60%to

79%

Difficultto

assess

80%

ormore

20%to

39%

40%to59%

Lessthan20%

Ishybridreallyworking?Contents→

Optimizingofficeoccupancy

Reducingoperatingcostsistheprimaryconcernfor86%ofCREleaders.Withofficeutilization

levelsbelow60%formost,companiesmay

betemptedtoreduceofficespace-butcost

optimizationisonlyoneofanumberofcompetingdemands.Toenticeemployeesbackonaregularbasis,leadersmustalsostrivetoimprovethe

experience,meetincreasinglystringent

sustainabilitystandardsandaddressevolvingDEIexpectations.Inthiscontext,shared

seatingstandsoutasasagoodsolution:

69%oforganizationsindicatethattheyhaveamixtureofassignedandsharedseatingintheirofficestoday.

Figure8

Officeutilizationonatypicalworkingday

31%

25%

14%

Source:JLLResearch,2023

20

Ishybridreallyworking?Contents→

Buthybridworkerssaythissetupdoesnotmeettheirneedsandexpectations(Figure9).People

continuetospendthemajorityoftheirtime(51%)onindividualtasksandattheirdesk(52%)whentheycometotheoffice,withonlyasmallfringe

takingplaceinspecializedfocusareas(6%).

Virtualcollaborationaccountsfor23%ofthetime

Figure9a

Typesofactivitiesintheoffice

23%

51%

27%

Focusedwork

Face-to-facecollaborativework

Virtualcollaborativework

spentintheofficeandhalfofittakesplaceattheworkstation,potentiallycreatingnoiseanddisturbancetocolleagues.

Informalandsocialspaceisusedlessthan40%ofthetime;peopleprefertoconductface-to-facecollaborationinformalspaces.

Figure9b

Officespaceusedbytypeofactivity

Standardworkstation

39%13%

Informalopenworkpoint

5%

Focusedworkpoint

6%

Formalmeetingspace

17%6%

Informalmeetingspace

7%3%

Socialbreakoutspace

3%1%

Source:JLLResearch,2023

21

Ishybridreallyworking?Contents→

Thereisclearlyroomforimprovementwhenitcomestotheuseofspaceintheoffice.Inanattempttoaddressthis,employerscontinue

tointroducenewtoolsandincentivesto

encourageworkingfromtheoffice(Figure10).

Figure10

Toolsandpoliciestoencourageemployeestoworkfromtheoffice

Enhancedofficetechnology

SpecialeventsEnhancedinofficeamenities/spaces

Compulsoryattendancetotheoffice

Training-Reskilling

Communitymanagersorsiteconcierge

Wellnessallowance

Allowanceforhomeofficeset-up

Commutingallowance

Childcareallowanceoron-sitechildcare

Other

22%

55%

24%

45%

21%

46%

27%

33%

27%

20%

16%

25%

19%

12%

8%

14%

13%8%

6%7%

7%2%

InplaceBeingconsidered

Source:JLLResearch,2023

22

Ishybridreallyworking?Contents→

Technology,amenitiesandsocialeventsplayapartinenticingpeoplebacktotheoffice,butemployeesalsoexpectpersonalcomfort(Figure11).Thisextendstospacetofocus,ahealthyenvironmentanda

comfortabledeskandchair.

Infact,cleanlinessandcomfortrankasthemostimportantofficefactors.Thisshouldencourageemployerstolookatallaspectsofemployee

needsandaddressthein-officeexperiencealongsidepoliciesthatsupportremotework.

Figure11

Aspectsofhumanexperiencethatemployersshouldnotneglect

10factorswiththehighestimportancescore

No

Factor

Importance

Satisfaction

1

Workspacetype

90%

82%

2

Cleanliness

89%

85%

3

Chairintheoffice

89%

78%

4

Flexibilityandwork-lifebalance

89%

78%

5

Secureremoteaccessatwork

89%

80%

6

Deskintheoffice

88%

80%

7

Airqualityatwork

88%

79%

8

Technologyatwork

88%

76%

9

Healthandsafety

88%

84%

10

Lightquality

87%

81%

Source:JLLResearch,2023

23

Ishybridreallyworking?Contents→

Workplacestategyinaction

Creatingaproductiveworkplacefor

adynamicworkforce

Factorswiththehighest

improvementscoresfollowingofficeredesigncanbe

directlylinkedtoimproved

performanceandwellbeing

BasedonsurveyscarriedoutbyourGlobal

Benchmarkingteam,employeesatisfactionrates

canimprovedramaticallyfollowingofficeredesign

projects,whereemployees’needs,preferences

andworkstylesaretakenintoaccount.InJLL’sown

recentofficemoveinBangkok,forexample,we

sawHumanExperiencescoresimprovefrom85

to96,movingthisofficefromthe‘acceptable’to

‘exceptional’performancecategory.

Figure12

12Factorswiththehighestimprovementinsatisfactionscore

Airqualityatwork

Diversityandinclusion

Wellbeingatwork

Collaborativespaces

Groupworkintheoffice

Privateworkintheoffice

Flexibilityandwork-lifebalance

Focusedindividualworkintheoffice

Event/classbookingsystem

Choiceofworkspacesatwork

Viewsfromtheofficeandgreenspaces

Technologyatwork

7880828486889092949698100102104

HumanExperie