us办公空间分析2013.pdf

KEY FINDINGSThe design of the workplace impacts performance,employee engagement,and innovation.Our recent Workplace Survey sheds light on the relationship between design and business performance,uncovering opportunities to supercharge any work environment.Genslers 2013 U.S.Workplace Survey represents responses from 2,035 randomly sampled knowledge workers nationwide.The study examines the design factors that create an effective workplace;how design can better support knowledge worker engagement,satisfaction,and performance;and the influence of the workplace on organizational culture.Currently,only one in four U.S.workers are in optimal workplace environments.The rest are struggling to work effectively,resulting in lost productivity,innovation,and worker engagement.Our research directly compares todays workplace with the workplace of 2008 and shows that workplace effectiveness has fallen in aggregate.The 2013 survey identifies design strategies for how organizations can jump the trend and use better workplace design to drive innovation in the context of 2013 working realities.DESIGN MATTERS!CONTENTSHISTORY OF GENSLER 2 WORKPLACERESEARCHWHATS CHANGED IN 4 THEWORLD,20082013WORKPLACE IN THE 5 CONTEXT OF THE CITYKEY FINDINGS 61 U.S.Workers Are Struggling 8 to Work Effectively2 Effective Workplaces Balance 10 Focus and Collaboration3 Choice Drives Performance 12 and InnovationTHE OPPORTUNITY 14THE WORKPLACE 18 PERFORMANCEINDEXIMPLICATIONS FOR THE 19 BUILTENVIRONMENTMETHODOLOGY 20ENDNOTES 222013 U.S.Workplace Survey is produced by Gensler 2013 and should not be reproduced in part or in whole without permission.Saban Brands,Los Angeles,CAcover:Gensler Los Angeles,Los Angeles,CAGENSLERS WORKPLACE RESEARCH2006U.S.Workplace Survey2005U.K.Workplace SurveyHISTORY OF GENSLER WORKPLACERESEARCHEmployees see a clear link between the physical work environment and personal productivity.They also report the work environment as very important to job satisfaction.The link is confirmed between the physical work environment and productivity in the minds of workers.Management-level respondents note workplace has a positive effect on the bottom line and company competitiveness.KEY FINDINGS:KEY FINDINGS:Genslers 2013 survey is the latest iteration of ongoing research on the workplace,which began in 2005 withGenslers first workplace survey.A subsequent survey in 2006 established the connections between workplace design,employee productivity,and business competitiveness.In 2008,our research established a framework for understanding knowledge work through the lensofthe four“work modes,”focus,collaborate,learn,and socialize.We discovered that the effectiveness and support of allfour work modes connect to employee engagement and company performance.Genslers 2013 U.S.Workplace Survey continues this thread by taking the pulse of the American workplace as it relates to employee effectiveness,business performance,and opportunities to create a culture of innovation.Parallel questions allow for direct comparison with data collected through Genslers 2008 survey.This puts our findings in the context of fundamental work and life shifts over that time period and points to solutions to realign todays workplace with todays world.2Gensler 2013 U.S.Workplace Survey/Key Findings2013U.S.Workplace Survey2012What weve learned about focus in the workplace.2008U.S.+U.K.Workplace SurveysFour work modesfocus,collaborate,learn,and socializeemerge as the framework through which to understand time at the office.Employees at top-performing companies value work modes more highly and have spaces that more effectively support each one.Analysis of Genslers Workplace Performance Index(WPI)database uncovers that the effectiveness of space for focus is a key driver of the effectiveness of other work modes and workplace performance as a whole.Focus,balance,and choice in the workplace emerge as key drivers of satisfaction,performance,and innovation.KEY FINDINGS:KEY FINDINGS:KEY FINDINGS:22squared,Atlanta,GA3Gensler 2013 U.S.Workplace Survey/Key FindingsForces from technology to globalization to a new generation of workers are leading fundamental changes to where,how,and when todays knowledge workers perform their jobs.The confluence of these forces is resulting in new performance driversfor todays workplace and a series of new and exciting questions about what the workplace isand more importantlywhat it should be.Our last national survey was released in 2008,in the midst of the worst economic downturn since the Great Depression with a U.S.unemployment rate of 5.8%.We stood at the cusp of a technological revolution of communication and information-sharing.Twitter was just over two years old and Facebook had fewer than 100 million users.The iPhone hadnt celebrated its first birthday and many Millennials who today are entering offices across the U.S.were celebrating their Sweet Sixteens.It goes without saying,the world in 2013 is a different place.The proliferation of new social and mobile technologies has revolutionized how we create,share and communicate.Todays world is connected like never before,but new connections mean new distractions and for many a compromised ability to focus.Many of todays workers also continue to struggle economically and are working longer hours or multiple jobs to make ends meet.These effects show in our sample-the ability of U.S.workers to effectively perform their job has declined since our last survey.Percent of American Adults(18+)Who Own:U.S.Unemployment RateWHATS CHANGED IN THEWORLD,20082013200820092010201120122008 desktop laptop tablet200920102011201220135.8%9.5%9.0%39%65%55%3%62%47%64%56%8%57%61%18%34%58%8.2%SOURCE:BUREAU OF LABOR STATISTICS,LABOR FORCE STATISTICS FROM CURRENT POPULATION SURVEY,AGES 16+2SOURCE:PEW INTERNET SURVEYS 2006201314Gensler 2013 U.S.Workplace Survey/Key FindingsGlobalization and urbanization continue to shift the business landscape.Currently,four-fifths of Americans live in cities and over 50%of the worlds population,and that number is projected to grow significantly.Urban areas are increasingly understood as drivers of economic growth,culture,and innovation,resulting in new demands and constraints on space.Workplace performance exists not only in conjunction with business success but with the character,form,and success of our cities.Increasingly,the workplace is not the sole location for work,but is a vital connection among myriad locations in which work happens.Todays knowledge work happens not just at the scale of people and offices,but at the scale of buildings,cities,and ultimately the globe.It is in this context that we continue to explore questions of focus,balance,and choice in todays,and tomorrows,high-performance work environments.Percent of Population Living in Urban LocationWORKPLACE IN THE CONTEXT OF THE CITY20052010201520202025203020352040 u.s.world2050204580.7%49.1%88.9%projected67.2%projectedSOURCE:POPULATION DIVISION OF THE DEPARTMENT OF ECONOMIC AND SOCIAL AFFAIRS OF THE UNITED NATIONS SECRETARIAT3Shanghai Tower,Shanghai,China5Gensler 2013 U.S.Workplace Survey/Key FindingsEFFECTIVE WORKPLACES BALANCE FOCUS AND COLLABORATIONWORKPLACES DESIGNED TO ENABLE COLLABORATION WITHOUT SACRIFICINGEMPLOYEES ABILITY TO FOCUS ARE MORE SUCCESSFUL.CHOICE DRIVES PERFORMANCE ANDINNOVATIONEMPLOYERS WHO PROVIDE A SPECTRUM OF CHOICES FOR WHEN AND WHERE TO WORK ARE SEEN AS MORE INNOVATIVE AND HAVE HIGHER-PERFORMING EMPLOYEES.U.S.WORKERS ARE STRUGGLING TO WORKEFFECTIVELYWHEN FOCUS IS COMPROMISED IN PURSUIT OF COLLABORATION,NEITHER WORKS WELL.123KEY FINDINGS 2013 U.S.WORKPLACE SURVEY6Gensler 2013 U.S.Workplace Survey/Key FindingsTM Advertising,Dallas,TX7Gensler 2013 U.S.Workplace Survey/Key FindingsU.S.WORKERS ARE STRUGGLING TO WORK EFFECTIVELYExtended workdays,new distractions,and downward pressure on real estate costs are compromising the effectiveness of the U.S.workplace.Strategies to improve collaboration proved ineffective if the ability to focus was not also considered.When focus is compromised in pursuit of collaboration,neither works well.1KEY FINDING ONELEARNING EFFECTIVENESSSOCIALIZING EFFECTIVENESSCOLLABORATION EFFECTIVENESS+42%5.0 TO 7.1Figure 1Employees Who Can Focus Are More Effective,Higher-Performing OverallPercentages represent difference between those who report low focus effectiveness and those who report high focus effectiveness.Numbers show average scores for low focus(left)vs.high(right).All numbers are on a 10-point scale.SOURCE:CORENET GLOBAL4INCREASED WORKPLACEDENSITYFrom 2010 to 2012,the average square foot per person dropped from 225 to 176.This number is predicted to drop to as low as 100 sf/person by 2017.+57%4.9 TO 7.7+88%4.0 TO 7.5A WORLD OF DISTRACTIONSSOURCE:2013 GENSLER WORKPLACE SURVEY(WPS)53%of employees are disturbed by others when trying to focus.42%use makeshift solutions to block out distractions in the workplace.8Gensler 2013 U.S.Workplace Survey/Key FindingsThe ability to focus and complete ones individual work is a baseline need for todays knowledge workers.Meet that need and the overall effectiveness and performance of your workplace,and your employees,improves dramatically.More importantly,ensuring that your employees can focus also creates numerous opportunities to enhance performance and innovation through additional investment in the workplace and support for new ways of working.Sadly,todays workplace isnt working for many U.S.knowledge workers.Overall workplace performance has dropped 6%as measured by aggregate WPI scores for Genslers 2008 and 2013 survey respondents.The overall decrease in the effectiveness of focus work as ranked by employees drove this decline.Survey results show focus as a key effectiveness driverthose who can focus are more satisfied,higher performing,and seetheir companies as more innovative(Figure 1).Interestingly,this pairs with a shift in how employees report spending their time:Despite many workplaces designed expressly to support collaboration,time spent collaborating has decreased by 20%,while time spent focusing has increased by 13%(Figure 2).Figure 2Knowledge Workers Are Focusing More,Collaborating LessRepresents percentage of average workweek.Time not accounted for in these percentages was listed as“other.”FOCUSCOLLABORATELEARNSOCIALIZE2008 2013JOB SATISFACTIONJOB PERFORMANCEMORE INNOVATIVE+31%4.9 TO 6.4+31%4.9 TO 6.4+14%6.6 TO 7.56%8%6%5%30%24%48%54%9Gensler 2013 U.S.Workplace Survey/Key FindingsEFFECTIVE WORKPLACES BALANCE FOCUS AND COLLABORATIONWhile individual focus and collaborative work are often thought tobe opposites,ourresearch demonstrates that they function best as complements.Ultimately,workplaces designed to enable collaboration without sacrificing employees ability to focus aremore successful.2KEY FINDING TWOFigure 3Effectively Balancing Focus and Collaboration Improves PerformancePercentages represent difference between respondents not in balanced workplaces vs.those who are.Numbers show average scores for unbalanced(left)vs.balanced(right).All numbers are on a 10-point scale except WPI,which is on a 100-point scale.COLLABORATION EFFECTIVENESSMORE INNOVATIVEFOCUS EFFECTIVENESSA study by MIT researchers was able to predict 35%of a teams performance simply by measuring the number and quality of face-to-face interactions between team members.SOURCE:2013 GENSLER WPSSOURCE:HBR NEW SCIENCE OF BUILDING GREAT TEAMS,ALEX PENTLAND577%of employees prefer quiet when they need to focus.69%are dissatisfied with noise levels at their primary workspace.A SEARCH FOR QUIETFACE-TO-FACE ENDURES+22%7.0 TO 8.5+17%6.7 TO 7.8+32%5.6 TO 7.410Gensler 2013 U.S.Workplace Survey/Key FindingsTo uncover opportunities to optimize todays workplace,we profiled workers in our sample who are currently working effectively.We learned that the ability to focus is a primary driver of effectiveness,but in todays competitive workplace and economy its not enough.Collaboration remains key to the spread and development of ideas in pursuit of innovation.For employees whose workplaces support both their individual work and collaborative work,we see a significant spike in performance.In all,24%of respondents report their workplaces reflect that their companies prioritize both individual and collaborative work,or“balanced workplaces.”These employees indicate that their spaces are 22%more effective for focus and 17%more effective for collaboration compared with workplaces that do not support both.Importantly,our findings show that balance is possible in both open office and private office environmentsof those who report balance,44%occupy private offices,11%shared offices,44%open plan desks,with the remainder in unassigned seating.The impact of balanced environments is felt beyond just work mode effectiveness.These respondents also see their companies as more innovative;are more satisfied with their jobs and workplace environments;and their workplaces are more effective overall as measured by Genslers WPI(Figure 3).They are also more likely to rank their companies highly on creativity and innovation(Figure 4).Figure 4Balanced Workplaces Are More Creative,More InnovativePercentage of employees who rank their company highly.HAS CREATIVE THINKERS52%78%LEADERSHIP ENCOURAGES INNOVATION46%74%ENCOURAGES BREAKTHROUGH IDEAS45%73%CREATES CLIMATE OF INNOVATION40%72%HAS CLEAR STRATEGY FOR INNOVATION40%74%Not Balanced BalancedJOB SATISFACTIONOVERALL ENVIRONMENTWPI SCORE+23%60 TO 74+32%5.8 TO 7.7+35%5.5 TO 7.411Gensler 2013 U.S.Workplace Survey/Key FindingsCHOICE DRIVES PERFORMANCE ANDINNOVATIONEnabling choice with the right alignment of tools,policies,and spaces is an opportunity for companies to create a climate in which autonomous,engaged employees can make meaningful decisions to maximize their individual job performance.Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.Figure 5Employees With Choice Are More Effective As ranked on a 10-point scale,where 10=most effective.Employees Without ChoiceEmployees With ChoiceFOCUS EFFECTIVENESSCOLLABORATION EFFECTIVENESSLEARNING EFFECTIVENESS6.06.57.07.58.0+7%+4%+3%3KEY FINDING THREEA Cornell University study of 320 small businesses showed that companies that grant employees choice in how to do their work grew at four times the rate and had one-third the turnover vs.control-oriented firms.SOURCE:DRIVE,DAN PINK6SOURCE:2013 GENSLER WPS16%of employees believe they could focus mosteffectively at home.73%believe they could focus mosteffectively in an office setting.CHOOSING THE WORKPLACEAUTONOMY DRIVESPERFORMANCE,REDUCES TURNOVER12Gensler 2013 U.S.Workplace Survey/Key FindingsThe lives of todays workers are increasingly characterized by an abundance of choice.Mobile technology continues to make“anywhere”working a possibility for many and a necessity for some.A new generation of workers who grew up with social and mobile technology are bringing a new suite of expectations