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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(o?ice-hybrid)5days(o?iceresident)
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 CommutecostO?icetimingconflictsNoiselevels
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
intheo?ice
Focused
workin
theo?ice
Technology
atwork
Thermal
comfort
Happiness
atwork
Chairintheo?ice
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
tobeintheo?icea
functionalneeds,
whentheywork
aspecificschedule
certainpercentageoftime,fixednumber
undertheumbrellaofthecompany
intheo?ice
ofdaysintheo?ice
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
preferenceforworkingintheo?ice
(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%
Di?icultto
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
Typesofactivitiesintheo?ice
23%
51%
27%
Focusedwork
Face-to-facecollaborativework
Virtualcollaborativework
spentintheofficeandhalfofittakesplaceattheworkstation,potentiallycreatingnoiseanddisturbancetocolleagues.
Informalandsocialspaceisusedlessthan40%ofthetime;peopleprefertoconductface-to-facecollaborationinformalspaces.
Figure9b
O?icespaceusedbytypeofactivity
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
Enhancedo?icetechnology
SpecialeventsEnhancedino?iceamenities/spaces
Compulsoryattendancetotheo?ice
Training-Reskilling
Communitymanagersorsiteconcierge
Wellnessallowance
Allowanceforhomeo?iceset-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‘a(chǎn)cceptable’to
‘exceptional’performancecategory.
Figure12
12Factorswiththehighestimprovementinsatisfactionscore
Airqualityatwork
Diversityandinclusion
Wellbeingatwork
Collaborativespaces
Groupworkintheo?ice
Privateworkintheo?ice
Flexibilityandwork-lifebalance
Focusedindividualworkintheo?ice
Event/classbookingsystem
Choiceofworkspacesatwork
Viewsfromtheo?iceandgreenspaces
Technologyatwork
7880828486889092949698100102104
HumanExperie
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