The Next250 office research, show how organizations can better support their employees by giving them a work environment that actually works for them. That information is necessary, because according to the report, almost half of the office workers are dissatisfied with the current office.
Is your workplace working?
The results are alarming. The report analyzed the responses from more than 250.000 office workers in more than 2,200 work environments in 67 countries. The study looks at how a poorly organised work environment can have a negative impact on employees and how their ability to perform can be affected. The percentage of employees that indicates to be dissatisfied, according to a spokesperson is rather shocking. This despite the current focus on sustainable office buildings and on the health and well-being of employees. The data shows that many have to do with work environments that do not support their working life in an optimal way” reports Amos Beech in a explanatory statement. “In accordance with the global average, 44% of workers in the UK report that their work environment does not facilitates productive work.
Simon James, CEO of Amos Beech Interior Design Consultants says: “We unfortunately still see way too much work environments that don’t do what they should be doing. The report provides organisations insight into the things to look for in creating a work environment that supports the organisation’s objective in an optimum way. We hope that the data and insights from this research contribute to the improvement of this.
The key conclusions of this report expose, with no vested interest and total independence, that organisations are not getting what they should from their corporate workplaces. So, whilst there is much talk of corporate resilience and adaptability, the stark reality is that while employers continue to endure economic uncertainty, too many of their employees are having to weather workplaces that fail to support their basic working day, obstructing individuals’ ability to proactively contribute to corporate goals.
Five factors of performance in the office workplace
1. Profiling productivity.
The perception of personal productivity is most closely linked to an employee’s individual and concentrative activities. So, spaces new or old that disregard this part of an employees’ workflow risk the knock-on impact of undermining the perception of all work.
2. Demographic diversions.
Focusing and responding singularly to the apparent ‘challenges’ presented by the tidal wave of digital natives flooding into the workplace is misguided. Those aged under 25 represent just 4.4% of the workplace population across those spaces we have assessed and repeatedly show themselves to have the simplest work profiles and thus the narrowest set of requirements. Attention should instead be directed at those in the 35-44-year age band, who consistently record the lowest effectiveness scores, or those in the 45-54 band who have the most complex work activity patterns, so place the highest demands on the infrastructures provided for them. These employees, who collectively represent some 56.2% of the workplace population we have surveyed, therefore present the greatest opportunity and the highest risk.
3. New is no guarantee.
With the vast capital sums invested in refurbishment and relocation fit-out projects, leadership teams should rightfully expect them to deliver significant operational benefit. But our evidence shows this not to be the case with just 34% of projects delivering high performance results.
4. De-demonising open-plan.
Our research shows that both openplan and cellular solutions can be good and bad. So organisations need to fully comprehend the benefits and challenges both solutions offer. But across 2,160 workplaces, when measured against a number of our key indicators, employees in the highest performing locations will almost certainly be working in an open-plan setting. So, demonising open-plan is just factually incorrect.
5. Agile working.
The work anywhere, anytime proposition has enticed organisations to review whether employees should be encouraged to more widely adopt a more nomadic approach to work. But based on our research across 11,366 employees in 40 ‘activity based’ workplaces, these strategies are often falling short of expectation, predominantly through a lack of adoption of the behaviours that maximise the benefits offered by the new surroundings.