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Powered by Human Experience
An Australian perspective
Workplace
1. Introduction ......................................................................................................................... 5
2. Executive Summary ........................................................................................................... 9
3. Decoding Human Experience ........................................................................................ 14
4. Survey & Results ............................................................................................................... 18
5. Three Priorities to Drive Human Experience ............................................................... 28
6. Conclusion & Key Takeaways ......................................................................................... 48
7. References & Appendices ................................................................................................ 52
Table of contents
2
A place of work is far more than a property. It is a living environment that helps individuals and businesses craft and experience a better fusion of life and work.
Memorable experiences are a key differentiator for individuals as they engage with an organisation. This creative thinking should be at the core of every strategic and operational action in every company.
Powered by Human Experience
Workplace
3
A workplace that is powered by the human experience goes beyond a work-life balance. It drives how people
feel about their place of work. How empowered, engaged and fulfilled they are, it’s the purposeful fusion of life
and work based on authentic human experiences.
Dr Marie PuybaraudGlobal Head of Research, JLL Corporate Solutions
Powered by Human Experience
Workplace
4
Introduction
5
Powered byHuman Experience
The workplace is no different. It creates experiences that both affect our ability to get things done and shape our impressions and memorable moments of an organisation.
Savvy C-Suites today see a direct correlation between productive places of work and healthy balance sheets. It is no longer enough for leaders to focus solely on improving visual appeal in the quest for greater productivity and profit. Real estate is a strategic device and, used wisely, it can help businesses of all sizes to attract, nurture and retain talent.
In recent years, this increased focus on talent and productivity has contributed to a growing emphasis on employee experience. It starts with employees finding and applying for a job at the organisation and ceases when they eventually leave and share a memorable moment.
Think of a great app. You can perform your desired task quickly and efficiently, and you feel good about the brand supplying it. A bad app has the opposite effect—the task is hard to do, takes too much time and energy, and the experience is not rewarding in any way.
Organisations must provide the very best human experience in order to:
• Embody an organisation’s culture, values and missions
• Influence employees’ attitude towards their work and their employer
• Shape brand perceptions internally and externally.
6
JLL carried out a unique global research project to decode the workplace experience, understand its specific impact on business performance and work out how experiences can be shaped by real estate to achieve strategic performance objectives.
Our findings Through this research project, we set out to demonstrate how transformational experiences could:
• Impact employee engagement, empowerment and fulfilment in the workplace
• Cement the link to professional happiness and satisfaction
• Impact productivity and quality of life.
Through this survey, we have identified key workplace features that directly affect experience, including:
• New types of spaces
• Alternative work philosophies
• Different managerial approaches.
These features can positively impact the impression an organisation leaves on its employees and visitors, provide a better quality of life for employees and improve the efficiency of collaborators. Regardless of whether these experiences involve enhanced technology, innovative products, or collaboration with people, these experiences must make a good impression and could deliver engaging, empowering and fulfilling experiences.
In this report we present our Human Experience Model, which we have developed from the outcomes of our extensive research project.
The model can help you shape optimal user experiences to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.
Our global research project
40Corporate Clients
3Regions
7,364Employees
12Countries Human Experience Model
7
MethodologyOutput Product
JLL © 2017 Human Experience M
odel
HumanExperеnceModel
Engaгm
ent Empowerment
Fulfilment
Outcomс
HX
Our global research project
12 Country reports
Diagnostic tool
Guide
Global report
Human Experience Model
Desk research to gather all relevant academic content on user experience
• Identify relevant publications• Define experience• Identify what creates an experience
in a workplace setting.
Survey to decode user experience
• 7,364 employees• 12 countries.
Co-design to co-create a Human Experience Model with clients and experts
• Nine workshops• 40+ corporate clients and experts.
8
Executive Summary
9
10
Spacious and open desks but limited choice of settings While there has been a clear shift in favour of open-plan settings in Australia, it has not been as substantive as we have seen in other countries within Asia Pacific such as Hong Kong and China. And while Australian workers enjoy some of the most spacious offices in the region—if not the world—their choice of workspaces is quite limited (both in and out of the their main office). Beyond their primary workspace, we found relatively few areas or spaces for workers to switch between; respondents report spending nearly two-thirds (65 percent) of their time at their desks.
How Australian employees work today:
Australian employers should think beyond just collaborative and communal spaceAlthough levels of engagement and workplace effectiveness are on par with global standards, there is ample opportunity for improvement. For example, over half of Australian respondents say they can only work somewhat effectively or worse in their current workspace. Interestingly, we found levels of workplace effectiveness to be substantially higher among employees who work in offices with innovative amenities—especially hobby space, childcare facilities and creative areas. This is particularly important in Australia where we see employers generally lagging behind others in the range of workplace facilities and amenities they provide. The exception to this is the presence of collaborative and communal spaces, which have become fairly standard features of offices not only in Australia but worldwide. That said, there is some reluctance to change workspaces in Australia—even when innovative amenities are on offer. This points to the importance of change management in introducing new working environments.
Engagement:
10
Fulfilment:The importance of happiness and health at workWhile most Australians are attracted to working for large corporations, a clear shift towards more creative or entrepreneurial settings is occurring. And for the vast majority of employees, ‘happiness’ plays a major role in shaping their experiences at work. The vast majority of respondents would like to see their companies create a new role dedicated to enhancing their experience and wellbeing at work. We also discovered that few companies currently offer facilities for promoting health and wellness at work, and yet these are at the top of the wish list for many employees, especially those who don’t currently have them.
In the age of the ‘empowered’ worker, choice and flexibility rule We discovered that Australian workers have limited choice over where and how they work, with less than half reporting working from spaces outside the office in the past month. Linked to this, the majority of employees (62 percent) say that a trusting manager is a key factor in driving their engagement at work. Australian employers should consider entrusting employees to choose from a range of temporary workspaces to complement, not replace, their main desk area. This could be achieved within the office or elsewhere through co-working arrangements for example and other alternative locations such as ‘third spaces’ (cafes, library etc). Alongside this, employers should consider introducing a range of flexible workspaces within the office including space for concentration - a top priority for Australians.
Empowerment:
11
In Australia many companies have adopted more collaborative and communal office layouts. Bolder amenities such as food and retail chains and wellness centres are
much less common, but workplace engagement appears to be higher in offices where these are present.
Management styles, especially those that empower and entrust employees, may have a positive
influence on engagement at work in Australia.
Workplace densities in Australia are among the lowest in the
region—if not the world.
Nearly eight out of 10 Australian respondents would like to see
their companies appoint someone dedicated to driving experience
and wellbeing at work.
Nearly 50 percent of Australian respondents now work in an
open-plan setting. While there has been a clear shift towards open-
plan settings in Australia, it is not as substantive as seen in other
countries within Asia Pacific.
While most people work from home occasionally, other
alternative workspaces (both inside and outside the office) are
under-utilised.
Around two-thirds of Australian employees are only somewhat engaged or worse and over half say that their workplaces only
somewhat support them in working effectively.
In Australia, happiness plays a major role in shaping employees’ experiences and contributing to
their fulfilment at work.
Although levels of engagement and workplace effectiveness are
on par with global standards, there is ample opportunity
for improvement.
While large corporates appeal to most Australian workers, there is a strong
appetite for more entrepreneurial settings and ways of working.
Relatively low appetite for workplace change; over two-thirds are unsure or completely unwilling
to give up their current desk space, even for better workplace
perks and amenities.
The presence of dedicated concentration spaces is at the
top of the wish list among Australian workers.
Key FindingsHuman experience as a key differentiator to drive engagement, empowerment and fulfilment at work
12
Empowerment• Foster an environment of trust and kindness in the office
• Provision of concentration spaces is key
• Increase options for agile working inside and outside the office.
will drive change
Fulfilment• Promote happiness as well as personal growth and development to
create a unique work experience
• Consider creating a new role dedicated to driving workplace happiness and wellbeing.
is the new happiness
Engagement must come first
• Introduce more innovative workspaces and amenities to elevate engagement—with a focus on good collaborative working, community and wellness areas
• Overcome barriers to change with a carefully considered change management program.
Recommendations for CRE in Australia
Dr Marie PuybaraudGlobal Head of Research, JLL Corporate Solutions
As workplace strategy moves from practical, design-based decision making to a more experience-led approach, expect an overlap with functions that have traditionally been the domain of HR teams.
This will impact workspace design and decision making.
13
Decoding Human Experience
14
Human experience is an impression an organisation leaves on its people, beyond the physical environment, which results in greater engagement, professional empowerment and a sense of fulfilment.
Similar to customer experience, employee experience involves how an individual interacts with his or her environment (physical, virtual and even spiritual) and their peers.
The Human Experience Model (HX Model) decodes experience through three pillars: engagement, empowerment and fulfilment.
The HX model can help you shape optimal user experiences through real estate to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.
of human experience
HumanExperеnceModel
JLL © 2017 Human Experience Model
Fulfilment
EmpowermentEn
gage
ment
Sense of comfort
Sense of control
Sens
e of
com
mitm
ent
HX
Our definition
15
Three priorities to drive experienceExperiences help companies and individuals achieve their ambitions. The results of our research project have pinpointed three priorities to drive human experience for corporate occupiers.
We decoded the human experience around these three priorities. Use it to create value for your customers, employees, colleagues, visitors, stakeholders and your brand.
Making sure work feels comfortable beyond the surface level of happiness. Employee health needs to be ingrained into the vision of the organisation, and creating positive experiences in the workplace will require companies to rethink their real estate and strategic direction. This should be balanced with rewards and recognition that boost belonging and satisfaction.
FulfilmentGiving people a sense of control in their working environment can drive performance. Providing space to breathe, create and collaborate—alongside sustained opportunities for learning and excelling at work—enables organisations to build trust and transparency in the workplace, key ingredients for boosting performance and ensuring people have a sense of purpose at work.
EmpowermentFostering a sense of commitment, which drives employees’ performance and effectiveness. It is an essential ingredient for facilitating organisational change. At work, people need to feel they have a purpose and operate in a nurturing environment in a business that allows them to prioritise their personal as well as professional development.
Engagement
16
Introducing
This research has helped us to develop a unique tool to help organisations define, measure and implement their experiential priorities. Built around the three pillars—engagement, empowerment and fulfilment—the HX tool can help organisations of all sizes balance the responsibilities of work and life.
The HX model is rooted in in-depth data and analysis, which can be tailored to an organisation’s specific aims.
the Human Experience Model
JLL © 2017 Human Experience M
odel
HumanExperеnceModel
Horizontality
Choice
Innovation Spaces
Lear
ning
Digi
tisat
ion
RecognitionRew
ards &
Corporate
Philanthropy& Se
rvice
s
User
Com
fort
SustainableDesign
Fun at Work
Happiness/
Financial Wellness
Tailored Solutions
Human Leadership
Community Building
Purpose
MEA
NS
Intimacy
Contribution
Personalisation
Perform & Excel
Serendipity (Luck)
BelongingnessCohesion
Loyalty
AlignmentPersonal DevelopmentTribal Behaviour
Productivity
Innovation
Collaboration
Career Development
Value of Joy
Sustainabilit
y
User Satisfactio
n
Spirituali
ty
Heal
ing
Mindf
ulne
ss
Care
Rem
ovin
g Fe
ar
Resi
lienc
e Pride
Satisfaction Attraction & Retention
Entrepreneurship
Kindness
HealthinessFairness
Social Responsibility
Stress-managementHarmony
Social Connections
Self-esteem
Ownership
Autonomy
Freedom
Creativity
TrustEmpathy
Care
er P
rogr
essio
nTra
nspar
ency
Conf
iden
ce
Mob
ility
Flui
dity
OU
TCO
MES
Fulfilment
EmpowermentEn
gage
ment
Sense of comfort
Sense of control
Sens
e of
com
mitm
ent
HX
17
Survey & Results
Disclaimer: Due to rounding, numbers presented throughout this document may not add up precisely to the totals provided.
18
1,501 interviews
305 interviews 501 interviews
253 interviews
257 interviews
508 interviews
507 interviews
3,532 interviews
UK 505 interviews GER 506 interviews
NL 508 interviews FRA 1,003 interviews ESP 503 interviews
ITA 507 interviews
United States
South Africa Australia
China
Hong Kong
Japan
India
Europe*
*Europe breakdown7,364Respondents
12Countries
Global respondents
19
High-tech, technology or telecoms
Banking and insurance services
Heavy industry or construction
Pharmaceuticals and health
Energy
Other advisory or business services
Consumer products
Media and communication
Web and the digital economy
Teaching
Public sector
Legal advice (law firms)
Other
20%
8%
8%
8%
7%
7%
5%
5%
4%
4%
2%
1%
20%
20
Target profileAustralian respondents
20
Core business
87
13
Company nationality (%)
In a company headquartered in Australia
In the subsidiary of a foreign company
Sample of
501 employees
working in an office and in a company of 100 employees or more.
100-200 employees
More than 200 employees
21%
79%
Company size
3%
26%
36%
1%
34%
18 to 24 25 to 34 35 to 49 50 to 64 65 andover
Men Women
48
52
Manager Non-manager
46
54
Gender (%) Management responsibilities (%)Age
21
Tenure at the company Department
IT
Management and general administration
Manufacturing
Accounting, finance and legal
Research and development
Sales and client service
Human resources
Purchasing
Marketing and communications
General services/housekeeping and real estate
Logistics
25%
17%
17%
9%
6%
6%
6%
6%
4%
3%
2%Less than
a year1 to 3years
4 to 6years
7 to 9years
10 years ormore
6%
19%
22%
34%
19%
2222
How employees in Australia work today
23
Hong Kong
Japan
Australia
India
Global
China
70%
70%
15%
14%
1%
60%
12%
16%
10%
51%
18%
22%
9%
43%
18%
37%
2%
20%
40%
41%
0%
40%
27%
28%
5%
Desk in an open-plan o�ice
An enclosed shared o�ice
An enclosed single o�ice
No allocated personal desk
Australian offices have embraced open office formats
• Australia has embraced open-plan offices, with over half (51 percent) of Australian employees currently working in an open-plan setting and nine percent in hot-desking environments, significantly higher than the global averages of 40 percent and five percent respectively
• As more Australians have shifted to open-plan settings, the proportion of people with their own private office (22 percent against the global average of 28 percent) has declined but is still higher than countries like Japan and Hong Kong.
Type of workspace occupied (%)
24
How many people do you share this space with?(for those who work in an open-plan office)
26USA UK
48Australia
37India
52 32China
39Hong KongGlobal
45
37 45Average number of people in open space in Australia
Average number of people in open space – global average
• Unlike their global counterparts, Australians enjoy much lower densities within their shared spaces
• Australian employees typically share their workspace with just 37 people – against 68 in Japan, 52 in India and the global average of 45 people
• Across Asia Pacific, Australia has the second lowest workplace density, trailing only to China.
Offices in Australia are among the least dense in Asia Pacific
Japan
68
25
75 5 6 11
69 8 8 11
66 7 9 12
65 7 10 12
60 10 9 14
57 10 11 14
3
4
6
6
7
8
Japan
HK
Global
Australia
China
India
0 20 40 60 80 100
At your desk/workstation In a meeting room or private working space (for individual work)
In informal workspaces (cafeteria, terrace, garden) In o�ices/workspaces of colleagues
In company meeting rooms
When you are in your company offices, what percentage of your time do you spend in the following places? (%)
• Australian employees spend the vast majority of their time (65 percent) at their desk when at the office
• While this figure is similar to the global and regional findings, it is higher than some countries like India where the workforce is more agile and only spends 57 percent of their work time at their desks
• In addition, Australian employees spend little time (six percent) in informal spaces such as lounges and break out areas. This could be due to lack of available space, type of work, or employee preferences.
Australian employees spend most of their time working at their desks
26
0 20 40 60 80 100
At your desk/workstation In a meeting room or private working space (for individual work)
In informal workspaces (cafeteria, terrace, garden) In o�ices/workspaces of colleagues
In company meeting rooms
Manager
Non-Manager
<35 years old
>35 years old
58 10 8 12 16
71 7 5 9 9
60 10 8 11 14
67 8 6 10 12
Managers and younger employees are more agile within the office Where do people spend their time in the office? (Australian employees, %)
• While it is true that Australian employees typically spend nearly two-thirds of their working day at their desks, this isn’t reflective of the entire workforce
• The data suggests that managers and younger employees (under 35 years old) are more likely to embrace agile working patterns
• These groups use a variety of workspaces more so than other groups, particularly meeting rooms.
27
Three Priorities to Drive Human Experience
28
EngagementThree priorities to drive experience
Fostering a sense of commitment, which drives employees’ performance and effectiveness. It is an essential ingredient for facilitating organisational change. At work, people need to feel they have a purpose and operate in a nurturing environment in a business that allows them to prioritise their personal as well as professional development.
29
Engagement with work in Australia is in line with global findings, but with a substantial proportion disengaged
How engaged do you feel at work? (%)
38
47
1536
2 1
61
China
2721
52
Japan
64
5 1
30USA
40
11 1
48
Global
Australia
2314
62
1
Hong Kong
39
11 1
49
UK
69
3
28
India
Yes, very engaged
Yes, somewhat engaged
Not engaged
Can’t say
• Most Australian employees (85 percent) are generally engaged at work, only marginally below the global average of 88 percent • However, only 38 percent of Australian employees feel 'very engaged' at work. While this is below the global average, it is ahead of most other countries surveyed in
Asia Pacific. A further 47 percent are ‘somewhat’ engaged.• 15 percent of employees report not being engaged at all; one-seventh of the total workforce. The relatively high proportion of disengaged workers in Australia should be
a concern for companies operating in this market, and uncovering the sources of disengagement is key.
30
The signs of disengagement are clear among Australian employeesProportion who completely agree with the following statements (%)
• While employee engagement is only slightly below the global results, the signs of disengagement are clear within the Australian workforce
• By and large, the majority of Australian respondents do not fully involve themselves in their company, or at least not to the same extent as we see in countries like China and India, where individuals are highly engaged
• As a result Australian respondents express slightly lower levels of pride, commitment, loyalty and dedication to their company than the global norm.
I want to contribute toenterprise common goals
I currently feel goodabout my company
I currently feel aligned withmy company's vision
I want to build my career andgrow within my company
I currently feel proud to work formy company
I want to excel and fully commit to the success of my company
as if it was my own project
I want to learn and pass on myknowledge within the company
AustraliaGlobal
28
30
30
31
34
34
39
37
36
34
40
38
39
44
0 10 20 30 40 50
31
Workspaces are seen as broadly effective, although less than half of employees view them as completely supportive of their workDoes the workspace provided by your company allow you to work effectively? (%)
• Compared to the global average, most Australian workers are generally satisfied with their present workspace, with over 90 percent saying they can work completely or somewhat effectively
• While 44 percent of respondents say they can work somewhat effectively, less than half (48 percent) say they can work completely effectively
• Interestingly, we found levels of perceived workplace effectiveness to be substantially higher among employees who work in offices with innovative amenities—especially hobby space, childcare facilities and creative areas.
51
41
6
1
37
49
11
3
49
50
1
34
53
11
2
48
44
7
1
GlobalIndia JapanAustralia Hong KongChina
Yes, completely Yes, somewhat No, not really No, not at all
74
25
1
32
Spaces managed by well-known retailers
Creative spaces
55%
54%
56%
49%
67%
Primary desk is in a private, enclosed office
Space for hobbies Childcare
Innovative spaces are linked to higher workplace engagement
38 Percentage of Australian respondents who say that they are ‘very engaged’ at work
Percentage of Australian respondents who say they are ‘very engaged’ at work where the following facilities are present
• Workplace engagement improves dramatically when employees have access to a myriad of innovative spaces. The improvement is especially stark where employees have access to hobby space, childcare facilities and creative areas.
• The highest engagement levels within the workplace do not appear to be linked to a person’s personal work area such as a private office, but to innovative spaces
• While everyone needs an effective area in which to do actual work, it’s the benefits that arise from spaces that allow for creativity, community and work-life balance that are the biggest drivers of engagement.
33
Australians have less access to innovative facilities and amenities in the office compared to the rest of the world• Australian employers slightly lag behind those in other regions in the range of workplace facilities and amenities they provide—particularly more advanced options such
as retail space• The gap in availability between Australia and the rest of the world is seen across all types of space, but it is largest for spaces managed by well-known retailers,
telecentres, and healthcare facilities• Mirroring the global picture, the top two innovative facilities most commonly offered to Australian employees are: 1. Community spaces (50 percent) such as lounges, cafes, terraces 2. Collaborative spaces (49 percent) such as internal co-working spaces, war rooms or project areas.
Australia
Global
Community spaces1.
50%
56%
Spaces dedicated to collaborative working
2.
49%
50%
Service desks3.
27%
33%
4. Creative spaces
28%
22%
Incubators/accelerators5.
25%
28%
Is this type of space offered by your company? (% responding yes, top five responses for Australia)
34
The haves
The have nots
• Our survey shows distinct differences in the desire for certain types of space depending on what is currently provided:
• The haves Workers who currently have access to innovative work environments perceive hobby space, external co-working space and health and creative spaces as being the most beneficial. This means that access to these spaces can help to retain existing talent.
• The have nots Workers who do not have access to innovative work environments feel that health and wellness facilities, communal areas, and space for collaborative working would be most beneficial to them. This means that access to these spaces could help to attract talent.
• Understanding these different perceptions, based on current and desired space provision, can help companies attract and retain talent.
The presence of certain spaces and facilities can help attract and retain talent
Does the presence of this space affect your level of engagement? (Average rating; from 0=no impact to 5=very positive impact)
If your company offered you this type of space, would it affect your engagement? (Average rating; from 0=no impact to 5=very positive impact)
External co-working spaces
3.3
Space for hobbies
3.4
Creative spaces
3.1
Community spaces
2.4
Spaces dedicated to health and well-being
2.7
Collaborative spaces
2.2
35
36
However, there is relatively low readiness for change in offices• Australian employees seem more
resistant to trade their current workplace in exchange for access to innovative spaces in the office
• Slightly more than a third of Australian employees would willingly shift to open-plan layouts or non-allocated desks if secondary workspaces and more innovative facilities were made available to them
• However, the remaining two-thirds are either unsure or completely reluctant to change
• Change fatigue and poorly planned rollout of new work spaces in the past are two explanations for this reluctance
• This highlights the importance of change management programs when introducing new office layouts and other innovative space offerings.
0-1 2-3 4-5 n/a
Australia India China Hong Kong Japan
2% 3%
48%
16%
35%
1%
20%
56%
24%
31%
61%
5%
34%
32%
32%
20%
76%
2%
2%
Completelyready
Certainlynot ready
0%
50%
100%
Australia Hong Kong JapanIndia China
0%
50%
100%Completelyready
Certainlynot ready
1%
37%
31%
31%
1%
9%
50%
40%
34%
41%
25%
1%
5%
27%
67%
2%
27%
60%
11%
Willingness to trade an enclosed office for an open space in exchange for innovative workspaces
(% responding from 0=certainly not prepared to change to 5=ready to change)
Willingness to trade an allocated workstation for a hot-desk environment in exchange for innovative workspaces
25% 23%31% 35%42% 39%Global Global
Three priorities to drive experience
EmpowermentGiving people a sense of control in their working environment can drive performance. Space to breathe, create and collaborate—alongside sustained opportunities for learning and excelling at work—enable organisations to build trust and transparency in the workplace, key ingredients for boosting performance and ensuring people have a sense of purpose at work.
37
38
1
34
2Trust
Taking Initiatives
Autonomy
Kindness
Feeling trusted by the management team
Being able to rely on a supportive and considerate management team
Being given responsibility and having more influence
Being encouraged to take action, without fear of being judged
62%
57%
56%
56%
Employee commitment is driven by trust and kindnessPotential impact of selected managerial approaches on employee engagement (Rated on scale of 0=no impact to 5=very positive impact, % scoring 4-5)
39
Perceived impact of different managerial styles on employee engagement (% reporting a positive or very positive impact)
Trust empowers people and is one of the best tools for improving engagement
• Management styles that empower employees through fostering trust, compassion and freedom appear to play a vital role in employee engagement in Australia
• A concerted focus on enhancing trust alone for example, could yield positive results. Over 60 percent of employees report that managerial trust would have a positive effect on their engagement at work. Offering employees opportunities to work remotely more often could be one way of raising trust at work.
• Clearly, organisations in Australia should consider and assess how their management styles align with the drivers of employee engagement.
DefinitionsTrust: feeling trusted by the management team
Autonomy: being given responsibility and having more influence
Taking initiatives: being encouraged to take action, without fear of being judged
Corporate democracy: making decisions by consensus and sharing responsibility
Kindness: being able to rely on a supportive and considerate management team
Horizontality: working in a less hierarchical structure
Boldness: being able to take risks and get involved in innovative projects
52
Trust
Taking Initiatives
Autonomy
Corporate Democracy
Boldness
Kindness
Horizontality
0 2010 4030 6050 8070Australia Global
46
52
47
56
47
63
63
63
69
56
56
57
62
My workplace should offer spaces for... (% stating ‘a priority’)
Concentration space is a key priority for Australian employees
47
49
40
32
38
32
10 20 30 40 50
Global
Regeneration andinspiration
Getting you to movearound
Concentration
Australia
Global
Australia
Global
Australia
0
• When asked about their priorities in the workplace, given the pressures that most companies and workers face today, nearly half of Australian employees (49 percent) view spaces for concentration as not just important, but a priority
• While this is not far off what was found globally (47 percent of global respondents considered concentration spaces a priority) the difference is that in Australia, the proportion that view spaces for regeneration and inspiration and spaces that promote movement as a priority were much lower (32 percent for both). There was a slightly more balanced view globally.
• The heightened importance of concentration spaces in Australia may be the result of the relative prevalence of open-plan workspaces. In any case, Australian employers should focus on providing spaces that support concentration as a matter of urgency to empower employees.
40
41
Do you also work in the following spaces at least one day a month? (%)
Nearly half of Australian employees work from home occasionally, but other alternatives to the primary office are not widely used
• The use of alternatives to the primary office is still fairly low in Australia compared to many other parts of the world
• For most Australians, their own home or other company premises have become the main alternative to their primary office:
– 46 percent of Australian employees now work from home at least once a month and this is the main alternative to a traditional office environment
– 44 percent of employees also work in other premises belonging to their company at least once a month.
• However, only about a quarter of respondents work in other sites such as trains or cafes at least once a month
• Enabling employees to choose where and how they work could have many benefits for both the employee and the employer. For example, it could reduce real estate costs while empowering staff and enhancing their work-life balance.
34
28
36
25
56
44
45
28
54
46
At other premisesbelonging to
your company
On public transport or in a hotel
In other places (internet café, public
library, co-workingspace, etc)
At home
At client/partner sites
0 5010 6020 30 40
GlobalAustralia
Do you also work in the following spaces at least one day per month? (%)
Younger generations and managers embrace alternatives to their primary office
At client/partner sites
At home
At other premisesbelogining to your
company
On public transportor in a hotel
In other places (internetcafé, public library,
co-working space etc)
0 20 40 60 80
46
45
19
10
40
32
57
21
44
21
13
42
43
55
58
42
3065
4615
<35 yo Non-manager Manager>35 yo
• Younger generations and managers have been quicker to adopt alternative working practices than other segments of the Australian workforce
• Employees under 35 years old not only work in a more mobile way when inside the office, but they increasingly embrace alternative settings outside the organisation’s premises. For example, 46 percent of under 35s work at least once a month in places like internet cafes, co-working spaces, versus only 28 percent of the total sample. The situation is similar for managers: 45 percent of managers work in such locations occasionally.
• Younger employees could have more of an appetite for working outside of the office or desk, while managers may have more leverage and need to work in alternative locations.
42
4343
Three priorities to drive experience
FulfilmentMaking sure work feels comfortable beyond surface-level happiness. Employee health needs to be ingrained into the vision of the organisation, and creating positive experiences in the workplace will require companies to rethink their real estate and strategic direction. This should be balanced with rewards and recognition that boost a feeling of belonging and satisfaction.
63%
51%78%
51%51%
51%50%
57%
4444
Fulfilment — the new happiness 1Happiness
3Personal learning and development
2Recognition
4Creativity
5Inspiration
We asked respondents in Australia: What creates a unique experience at work?
Base: 501 respondents
45
Happiness and recognition are the biggest contributors to a unique work experience • When asked what makes their experiences at work
special or unique, the vast majority of Australian employees said “happiness” (78 percent). This is far higher than the global average (69 percent) and highlights the importance of maintaining a happy and fulfilled workforce and lifestyle that supports it
• Happiness is followed by: • Recognition (63 percent) • Personal learning and development (57 percent) • Creativity (51 percent) • Inspiration (50 percent).
• These findings broadly mirror the global picture, although the prominence of happiness as a driver of work experience should be investigated and supported by employers
• As with employers worldwide, companies in Australia should also focus on strategies to recognise employees’ achievements and provide opportunities for learning and growth.
Criteria that would give the feeling of having a unique experience of work (%)
Games
Emotion
Wonder
Switching o� and meditation
Boldness
Personalisation
Digital experience
Technological innovation
Inspiration
Recognition
Happiness at work
Creativity
Groups and community
69
0 20 40 60 80
78
60
54
51
50
35
32
24
21
16
22
12
63
57
53
43
34
31
3324
25
2521
18
13
12
8
Personal learning and development
Australia Global
45
46
Large corporate environments hold greatest appeal for Australian employees
• The ideal company for most Australians is not a small start-up: 62 percent of Australian employees hope to work in a large corporation, akin to the global average of 61 percent. Large companies are able to offer different environments, including access to external co-working spaces, which provide a sense of entrepreneurial spirit and creativity.
• However, a substantial minority of Australian respondents (24 percent) report interest in working either as an ‘intrapreneur,’ in a startup, or in self-employment—indicating a desire to work in more agile, creative environments.
14
9
9
6
40
22
If you were moving to a new company tomorrow, what kind of structure would you like to work in? (%)
Be an employee in a large corporation
Be an employee in a large corporation but work in a start-up environment
Be an employee in a small to medium enterprise
Become self-employed or an independent worker
Be an “intrapreneur”
Work in a “start-up”
Australia
46
47
• 79 percent of Australian employees are supportive of the idea of appointing a Chief Happiness Officer (or equivalent) to shape employee experiences and wellbeing at work—slightly lower than the 87 percent we see at the global level
• This reinforces the finding that happiness is a key component of a positive workplace experience in Australia.
Australian employees welcome the idea of a new role dedicated to well-being and workplace experienceInterest in the creation of a new role for enhancing employee well-being and workplace experiences (%)
A very good idea Quite a good idea Quite a bad idea A very bad idea
22
57
14
6
Australia
33
54
9
3
Global
47
48
Conclusion & Key Takeaways
48
49
Key Findings
Human Experience in real estate is a key differentiator for how employees
interact with an organisation, and it should therefore play a key role—both strategically
and operationally, to drive engagement, empowerment and fulfilment.
49
50
In Australia many companies have adopted more collaborative and communal office layouts. Bolder amenities such as food and retail chains and wellness centres are
much less common, but workplace engagement appears to be higher in offices where these are present.
Management styles, especially those that empower and entrust employees, may have a positive
influence on engagement at work in Australia.
Workplace densities in Australia are among the lowest in the
region—if not the world.
Nearly eight out of 10 Australian respondents would like to see
their companies appoint someone dedicated to driving experience
and wellbeing at work.
Nearly 50 percent of Australian respondents now work in an
open-plan setting. While there has been a clear shift towards open-
plan settings in Australia, it is not as substantive as seen in other
countries within Asia Pacific.
While most people work from home occasionally, other
alternative workspaces (both inside and outside the office) are
under-utilised.
Around two-thirds of Australian employees are only somewhat engaged or worse and over half say that their workplaces only
somewhat support them in working effectively.
In Australia, happiness plays a major role in shaping employees’ experiences and contributing to
their fulfilment at work.
Although levels of engagement and workplace effectiveness are
on par with global standards, there is ample opportunity
for improvement.
While large corporates appeal to most Australian workers, there is a strong
appetite for more entrepreneurial settings and ways of working.
Relatively low appetite for workplace change; over two-thirds are unsure or completely unwilling
to give up their current desk space, even for better workplace
perks and amenities.
The presence of dedicated concentration spaces is at the
top of the wish list among Australian workers.
Key FindingsHuman experience as a key differentiator to drive engagement, empowerment and fulfilment at work
50
51
Empowerment• Foster an environment of trust and kindness in the office
• Provision of concentration spaces is key
• Increase options for agile working inside and outside the office.
will drive change
Fulfilment• Promote happiness as well as personal growth and development to
create a unique work experience
• Consider creating a new role dedicated to driving workplace happiness and wellbeing.
is the new happiness
Engagement must come first
• Introduce more innovative workspaces and amenities to elevate engagement—with a focus on good collaborative working, community and wellness areas
• Overcome barriers to change with a carefully considered change management program.
Recommendations for CRE in Australia
51
References & Appendices
52
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References1. Oxford Dictionary
http://www.oxforddictionaries.com/definition/english/experience
2. Toward a Working Philosophy of Adult Education, Jerold Apps, Publications in Continuing Education https://archive.org/stream/ERIC_ED078229/ERIC_ ED078229_djvu.txt
3. Experience – What is it?, Shmuel Erlich, International Journal of Psychoanalysis http://psychology.huji.ac.il/.upload/articles/erlich1.pdf
4. Interface as a Medium: Creating Effective Visual Services through a User-Experiences Perspective, Tingyi Lin, Proceedings of the Third International Conference on Design, User Experience, and Usability. User Experience Design for Diverse Interaction Platforms and Environments
5. Achievment Motivation: Conception of Ability, Subjective Experience, Task Choice, and Performance, John Nicholls, Psychological Review http://gribouts.free.fr/psycho/menace%20du%20st%E9r%E9o/nicholls%20-%20 malleable.pdf
6. Two Conceptions of Subjective Experience, Justin Sytsma and Edouard Machery, Philosophical Studies http://philsci-archive.pitt.edu/4888/1/Two_ Conceptions_of_Subjective_Experience.pdf
7. Motivation and Academic Achievement: The Effects of Personality Traits and the Quality of Experience, Mihaly Csikszentmihalyi and Maria Wong, Applications of Flow in Human Development and Education http://link. springer.com/chapter/10.1007%2F978-94-017-9094-9_22
8. Experience Economy – How to Survive the 21th Century, ExBased Project, Lifelong Learning Program (European Commission) http://www.exbased. eu/media/520/Experience%20Economy_ExBased.pdf
9. The New Everyday: Views on Ambient Intelligence, Emile Aart and Stefano Marzanom, 010 Publishers http://www.amazon.com/The-New-Everyday-Ambient-Intelligence/dp/9064505020
10. What Makes a Great Customer Experience?, Fred Lemke, Hugh Wilson, and Moira Clark, Cranfield Customer Management Forum http://www.som. cranfield.ac.uk/som/dinamic-content/media/Yvonne/What%20makes%20a%20great%20customer%20experience%20with%20front%20.pdf
11. Marketing in the Total Experience Economy, Alex Frias, Forbes http://www.forbes.com/sites/theyec/2014/10/30/marketing-in-the-total-experience-economy/#7adc09202b55
12. The Connected Employee Experience, Technology Institute, PwC https://www.pwc.com/us/en/technology/publications/assets/pwc-technology- connected-employee-experience.pdf
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Contacts
Rajiv Nagrath Executive Director & Chair, Corporate Solutions—Australia Head of Major Corporate Accounts
+61 2 9220 [email protected]
Jordi Martin APAC CEO, JLL Corporate Solutions
Susan Sutherland Head of Research Asia Pacific, JLL Corporate Solutions
+65 9771 [email protected]
