Steelcase-2017年全球职场洞察（英文）

360

SteelcaseGlobalReport

Engagementandthe

GlobalWorkplace

Keyfindingstoamplifytheperformanceofpeople,

teamsandorganizations

Steelcase

FOREWORD

MessageFromJimKeaneAtSteelcase,we'vespentdecadesresearching

CEO,SteelcaseInc.workandtheworkplaceandthafshelpedusto

understandhowtheworkenvironmentcanshape

thebehaviorsofpeople,reinforcecultureandad­

vancebusinessresults.Drivenbythiscuriosity

aboutwork,workersandtheworkplace,wewant­

edtounderstandtherelationshipbetweenem­

ployeeengagementandtheworkplace.

TheseniorbusinessleadersweworkwithtellusTheSteelcaseGlobalReportisthefirststudythat

theyarebuildingculturesthatleadtomoreresilientexplorestherelationshipbetweenemployeeen­

organizations—constantlyrespondingtomarketgagementandhowpeoplefeelabouttheirwork­

conditions,whilealsoreinventingandinnovatingplace.Itskeyfindingsaffirmourbeliefthatthe

aheadofthemarket.placeswherepeopleworkcaninfluencenotonly

productivity,butalsoshapeemployeeattitudes

Thislevelofresiliencydemandsagroupofemploy­andbeliefs.Itdemonstratesthattheworkplace

eeswhoarehighlyengaged.Businessesneedcanbepartofaholisticstrategytoincrease

peoplewhocometoworkenergized,readytogen­engagement.

eratenewideas,createnewstrategiesandmake

meaningfulprogresseveryday.Theycan'taffordLeadingorganizationsknowthatcomplexprob­

anythingless.lemsrequirenewideasthatchallengeconvention­

althinking.Iinviteyoutoreadthisreport,learn

Buttherealityistherearen'tasmanyhighlyen­fromourresearchandworkwithustoexplore

gagedworkersasorganizationsneed.Infact,thewaysyourworkplacecanhelpyourpeoplebe­

numberofdisengagedofficeworkersoutnumberscomemoreresilientandhighlyengaged.

theengaged,whichhasadirectimpactonthebot­

tomline.Solvingforthislevelofdisengagementisa

complex,difficulttask,andmanyorganizations梦工

havestudiedavarietyofwaystoaddressthisim­

portantissue.JimKeane

2STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

CONTENTS

5ExecutiveSummary46ExploringEngagement

AroundtheWorld

49BelgiumBE

12EngagementandtheGlobal

Workplace59CanadaCA

15KeyFindings69ChinaCN

79FranceFR

41TheResilientWorkplace:89GermanyDE

HowthePhysicalEnvironment

CanHelp99IndiaIN

109MexicoMX

119NetherlandsNL

129PolandPL

139RussiaRU

149KingdomofSaudiArabiaSA

159SouthAfricaZA

169SpainES

179TurkeyTR

189UnitedArabEmiratesAE

199UnitedKingdomGB

209UnitedStatesus

219Appendix

3STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

ABOUTTHESTUDY

UnderstandingtheDataAbouttheStudy

UsethislegendtobetterunderstandthesymbolsSteelcasepartneredwithglobalresearchfirmIpsos*

andcolorcodingusedinthechartsand

graphicsforeasierinterpretationofthedata.forthisunprecedentedresearchefforttomeasure

relevantdimensionsofemployeeengagementand

workplacesatisfaction—bothpowerfulindicatorsof

ColorCode

workerwellbeingandorganizationalperformance.

HighlyEngagedandHighlySatisfiedWorkers

•HighlyDisengagedandHighlyDissatisfiedWorkers

17Countries

NeutralWorkers(NeitherEngagednorDisengaged)

12,480Participants

•GlobalAverage

5KeyFindings

•CountryAverage

•HyperlinkColor

Symbols

⑥Noteworthy

▲Highestscoreinthestudy

▼Lowestscoreinthestudy

Hyperlinks

Tbxthyperlinksareunderlined

FormoreinformationaboutIpsos,seepage248.

TheSteelcaseGlobalReportispublishedbySteelcaseInc.

Allrightsreserved.16-0000104Copyright2016.

TrademarkscontainedhereinarethepropertyofSteelcase

Inc.oroftheirrespectiveowners.

4STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

ExecutiveSummaryLikeothercomplexproblemsfacingbusinessleaders

today,employeeengagementhasmanyvariables

thataredifficulttoaddressandslowtochange.

Buildingondecadesofprimaryresearchabout

workandtheworkplace,Steelcasepartneredwith

globalresearchfirmIpsostounderstandhowthe

placeswherepeopleworkimpactemployeeen­

gagement.Weposedthesequestions:

Employeeengagementisaseriousbottom-lineCantheofficebeusedasastrategiclevertoimpact

issue.Itfuelsorganizationsduringtimesofeco­engagement?

nomicgrowthand,morecritically,whenmarket

conditionsareuncertainandvolatile.Whatkindsofchangestotheworkenvironmentwill

makethebiggestimpact?

Whenworkersbecomedisengaged,itcostscom­

paniesmoney,slowsprojects,drainsresourcesandThefindingsofthisstudyindicatethatthework

underminescompanygoals,aswellastheeffortsenvironmentcaneitheraugmentorhinderefforts

oftheirengagedcounterparts.Thisiswhyemployeetoboostemployeeengagement.Italsoidentifies

engagementisoneofthekeyissuesfacingleadingareasofchangetotheworkplacethatcanhavethe

globalorganizationstoday.mostpositiveimpact.Herearethekeyfindings:

Organizationsmightbeabletoabsorbtheeffectsof1.EmployeeEngagementPositivelyCorrelates

ahandfulofdisengagedworkers,butmanybusinessw-hWorkplaceSatisfaction

leadersdon'trealizehowsignificanttheproblemis.

Thisstudyfoundthatmorethanone-thirdofworkers2.EngagedEmployeesHaveMoreControlOver

in17oftheworld'smostimportanteconomiesareTheirExperiencesatWork

disengagedandanotherthirdaresomewherein

themiddle,notworkingagainsttheircompanies3.FixedTbchnologyExceedsMobile2:1

butnotdrivingbetterbusinessresultseither.

4.TraditionalWorkstylesPersist

5.CulturalContextInfluencesEngagementLevels

5STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

Thestudyfoundthatmorethan

one-thirdofworkersin17ofthe

world'smostimportanteconomies

aredisengaged.

STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

KeyFinding

1.EmployeeEngagement

PositivelyCorrelateswith

WorkplaceSatisfaction

ThedatarevealhighworkplaceThedatashowthatworkerswhoarehighlysatis­

satisfactionpositivelycorrelateswithfiedwithvariousaspectsoftheirworkplacealso

demonstratehigherlevelsofengagement.Yet,only

highemployeeengagement.13percentofglobalworkersarehighlyengaged

andhighlysatisfiedwiththeirworkplace.Theinverse

istrueaswell:11percentofemployeesarehighly

dissatisfiedwiththeirofficesandarealsohighly

disengaged.

Thedisturbingquestionraisedbythisdataisgiven

thatasmallnumberofpeoplearedoingtheheavy

liftingatwork,coulddisengagedcounterpartsin

SATISFACTIONeffectcancelouttheirefforts?Thepositivefinding,

HighlyDissatisfiedHighlySatisfiedhowever,isthecorrelationbetweenengagement

withWorkplacewithWorkplaceandworkplacesatisfaction,whichindicatesthat

changingtheworkenvironmentcanbeanimportant

toolfororganizationstodeployaspartofastrategy

toimproveengagement.

Highly

Disengaged

11percentofglobal13percentofglobal

workersarehighlyworkersarehighly

dissatisfiedwiththeirengagedandhighly

officesandarealsosatisfiedwiththeir

highlydisengagedworkplace

7STEELCASEGLOBALREPORTENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

KeyFinding

2.EngagedEmployeesHaveMore

ControlOverTheirExperiences

atWork

ThedatademonstrateacorrelationAdistinguishingcharacteristicofengagedemployees

betweenhowmuchcontrolisthattheyhaveagreaterdegreeofcontrolover

whereandhowtheywork,includingaccessto

employeeshaveintheirworkplaceprivacywhentheyneedit.Theyareempowered,

andtheirengagementlevel.bothbyorganizationaldecisionsandthespaces

madeavailabletothemwithintheirworkplace,to

makechoicesaboutwhereandhowtheywork.

Canyouchoosewheretoworkwithintheoffice

basedonthetaskyouaredoing?Thismeanstheycanmanagetheirneedforprivacy

sotheycanconcentrateeasilyandworkwith

teamswithoutdisruptions.

Engagedemployeestendtoworkinorganizations

thatsupporttwo-waycommunication:Real-time

informationaboutthecompanyisavailableand

peopleareabletofreelyexpresstheirideas.This

findingsuggeststhatakeydesignprincipleforthe

workplaceistocreatearangeofspaces—for

groupsandindividuals,mobileandresidentwork­

ers—andcorrespondingworkpoliciesthatenable

employeestomakechoicesaboutthebestways

towork.

8STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

KeyFinding

3.FixedTechnologyExceeds

Mobile2:1

ThevastmajorityofworkersuseDespitethehighglobaladoptionofmobiledevices

fixedtechnologyatwork.forpersonaluse,thevastmajorityofstudypartici­

pantsreportthattheirorganizationsprovidetwice

asmuchfixedtechnologyversusmobileoptions

Doesyouremployerequipyouwithforwork.Thismaybetheresultofanintentional

strategybasedonthetypeofworkpeopleare

Landline86%doing,oritcouldreflectthechallengesofkeeping

Telephone

upwithconstantlychangingtechnology.Eitherway,

Desktop80%employeemobility,bothinsideandoutsidethe

Computeroffice,andpeople'sabilitytofullyutilizearangeof

spacesintheofficeisinfluencedbytheorganiza­

MobilePhone39%

tion'stechnologychoices.

Laptop

39%Somejobsrequirepeopletobeattheirdeskmost

ofthetime,forwhichfixedtechnologyisaviable

Tablet14%solution.Others,whosejobsrequireincreased

collaboration,greaterdegreesofinteractionand

moreinformationsharing,mayfindthatmobile

technology,ortechnologythatallowsthemtoac­

cessinformationthroughouttheworkplace,canbe

anenabler.Peoplewhoneedaccesstodigitalinfor­

mationfortheirworkmayfeeltiedtotheirdesks

andlesslikelytoengagewithcolleagueswhoaren*t

physicallynearby.Giventhechangesinhowpeople

work,organizationswillwanttoconsiderhowtheir

workplaceandtechnologystrategiesalign.

9STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

KeyFinding

4.TraditionalWorkstylesPersist

Nearlytwo-thirdsofemployeesMediaandpopularculturemaycreatethepercep­

saytheyworkineitherindividualtionthatworkplaceshavechangeddramaticallyin

thepastdecadeandthatofficesareopen,informal

orsharedprivateoffices.andcollaborative.Insomeplacesthisistrue.But

therealityforemployeesaroundtheworldisthat

Whattypeofworkspacedoyouworkin?mostpeopleworkintraditionalofficeenvironments,

withanemphasisonhierarchyanddesk-based

IndividualPrivate%individualwork.

Offices23

SharedPrivateWorkplacedesignandworkexperiencesvarywidely,

Officesevenbetweenneighboringcountries,yetnearlytwo-

thirdsofemployeessaytheyworkineitherindividual

OpenPlan,%

AssignedSpace33orsharedprivateoffices.Entirelyopenoffices

representasignificantportion—nearlyone-fourth

Nomadic8%oftheworkplacelandscape—buttheycertainlyare

notthenorm.Neitherextreme—entirelyenclosed

oropen—isalwaystherightsolutionandthesefind­

ingssuggestthatorganizationsmaynothaveade­

quatelyadvancedtheirworkplacesinwaysthat

promotehigherdegreesofengagement.

10STEELCASEGLOBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

EXECUTIVESUMMARY

KeyFinding

5.CulturalContextInfluences

EngagementLevels

CulturalcontextcanhaveaThemosthighlyengagedemployeestendtohail

tremendousinfluenceonengagementfromemergingeconomiesandtheleastengaged

oftencomefromcountriesinwell-established

andworkplacesatisfaction.markets.Analysisofthedataidentifiedapattern

indicatingthatthecountrywhereemployeeslive,

I

SNHighlyitscultureandtheresultingexpectationshavean

WEngagedimpactonhowhighlyengagedandsatisfiedthey

MW

Oarewiththeirworkplace.Whilethereareexceptions

WN

tothispattern,thefindingsuggestsculturaland

economiccontextinfluenceemployeeperceptions

andattitudesabouttheirorganizationandworking

environments.

SATISFACTION

Thiscanimpactwhetheremployeesfindtheplac-

HighlyHighly

DissatisfiedSatisfiedeswheretheyworkhighlysatisfactoryandtheir

withwithworkhighlyengaging.Thisfindingcanbevaluable

WorkplaceWorkplace.......,...

xtomultinaxtionalorganizaxtionswhenconsidering

theappropriateworkplacedesignacrossdifferent

companylocations.

Highly

Disengaged

ExploringContrasts:ThePercentageofHighlyEngagedand

HighlySatisfiedEmployeesatOppositeEndsoftheSpectrum

HighlyDisengaged+HighlyEngaged+

HighlyDissatisfiedHighlySatisfied

5%France28%India

7%Spain22%Mexico

6%Belgium20%UnitedArabEmirates

Forcountryabbreviation

listing,seepage3.

11STEELCASEGLOBALREPORTENGAGEMENTANDTHEGLOBALWORKPLACE

〃，•

Engagement

andtheGlobal

Workplace

AbouttheSteelcasepartneredwithglobalresearchfirmIpsos

Studyforthisunprecedentedresearchefforttomeasure

relevantdimensionsofemployeeengagementand

workplacesatisfaction-bothpowerfulindicators

Countriesofworkerandorganizationalwellbeing.

17

Thenumberofparticipantsaffordstheopportuni­

tytoidentifymacrotrends,yetifsalsoareflection

Participantsofindividuality:Eachsetofresponsesrepresents

12,480uniquepreferencesandperspectivesthatdefy

stereotyping.Despitethedifferencesamongindi­

KeyFindingsviduals,thedataclearlyidentifybroadpatterns,

5.yieldinginsightsthatdeepenourunderstanding

ofpeopleatwork.

OBALREPORT|ENGAGEMENTANDTHEGLOBALWORKPLACE

ENGAGEMENTANDTHE

GLOBALWORKPLACE

StudyDemographics

Participantsincludedofficeworkersonly,

fromcompanieswith100employees

ormore.

ParticipantsbyCountryGenderIndustries

Belgium52%Male5%Mining/Gas

Canada48%Female12%Industry(auto,good,oil,

Chinachemicalandother)

France3%Energy

GermanyAge1%WaterSupply

India4%Transportation

Mexico42%18-345%Telecommunications

407Netherlands28%35-449%Retail

832Poland20%45-543%Hospitality

808Russia10%55+8%Banking/Finance

450KingdomofSaudiArabia6%BusinessServices

802SouthAfrica7%InformationTechnology

803SpainJobTitle34%PublicSector*

802Turkey

701UnitedArabEmirates10%Seniormanager

28%Manager

816UnitedKingdomthisincludesrespondentsfrom

809UnitedStates23%Technician/associatepublichealthcare,educationand

39%Clerk+service/salesgovernment