the workplace experience revolution supporting a diverse ... · leesman lmi (0-100) + = 8. place...

The Workplace Experience Revolution:

Supporting a diverse workforce.

leesmanindex.com

• What is the Leesman Index

• Agenda

1. Employee Workplace Experience

2. Demographic distractions

3. Assigned versus unassigned

4. CU’s Benchmark findings

• Questions / thoughts / discussion

- The globally adopted standard- 10-min questionnaire- Worlds largest collection of

workplace experience data- Wholly independent with no

vested interest- Dissemination of knowledge

606,731+individual employee responses

4,290+workplaces

92countries

11,000+employee responses / month

37languages

Workplace

Activities

supported

WorkplaceActivitiesIndividual

focusedwork desk based

Planned meetings

Learning from others

Informal unplanned meeting

Relaxing/taking a break

Individual focused work away from

Hosting visitors/clients

Creative thinking

Collaborating on creative

Business confidential discussions

importance21 activities

Optional Modules

- Technology

- Mobility - Journey to work

- WELL

Workplace Impact

WorkplaceActivities

Leesman Lmi (0-100)

PhysicalFeatures

ServiceFeatures

Demographics& Mobility

1. Employee Workplace Experience

- EwX report - 401,000 employees- Sentiment analysis to examine

how employees arrived at sense of pride, productivity etc

78.5%Importance of tea, coffee and

refreshment facilities

Expectation

Experience is by definition, subjective. So, an employee’s experience is his/her perception of reality at that point in time.

Subjective

% satisfaction with IT Helpdesk facilitiesVirtual IT helpdesk

Physical IT helpdesk

Client A Client B

% satisfaction with IT Helpdesk facilitiesVirtual IT helpdesk

Physical IT helpdesk

Client A Client B

Workplace Impact

WorkplaceActivities

Leesman Lmi (0-100)

8. Place I’m proud to bring visitors to9. Positive impact on workplace culture

1. Enables me to work productively2. Enables us to work productively3. Sharing ideas/knowledge4. An enjoyable environment to work in5. Contributes to a sense of community6. Positive impact on the corporate image7. Positive impact on the env’ sustainability

10. Design of my workplace is important

Workplace Impact

WorkplaceActivities

Leesman Lmi (0-100)

1. Enables me to work productively2. Enables us to work productively3. Sharing ideas/knowledge4. An enjoyable environment to work in5. Contributes to a sense of community

6. Positive impact on the corporate image7. Positive impact on the env’ sustainability

✓✓✓✓✓

✓✓

✗✗

Answers clustered into three distinct behavioral groups

Workplace Impact

WorkplaceActivities

Leesman Lmi (0-100)

1. Enables me to work productively2. Enables us to work productively3. Sharing ideas/knowledge4. An enjoyable environment to work in5. Contributes to a sense of community

6. Positive impact on the corporate image7. Positive impact on the env’ sustainability

✓✓✓✓✓

✓✓

✗✗

Doing – Getting things done

Seeing – Image + sustainability

Feeling – Pride and culture

Hosting clients visitors & customers

Individ foc’d wk away from desk

Planned meetingsThinking / creative thinking

Relaxing / taking a breakLearning from others

Individual focused work desk based

Workplace Impact

Seeing

Hosting clients visitors & customersPlanned meetings

Thinking / creative thinking

Informal unplanned meetingsInformal social interaction

Collaborating on focused work

Workplace Impact

Seeing Feeling

Workplace Impact

Doing Seeing Feeling

Noise levelsGeneral decor

DeskMeeting rooms (small)

Informal work areas / break-out zonesAccessibility of colleagues

Meeting rooms (large) Quiet rms for wking alone/in pairsAbility to personalise wk stn

People walking past wk stnAtriums / communal areas

Air qualityOffice lighting

Doing Seeing

Workplace Impact

Feeling

Workplace Impact

Computer eq mobileAV equipment

General cleanlinessReception areas

General tidinessToilets / WCs

Tea, coffee & refreshment facilitiesHospitality services

IT HelpdeskRestaurant / canteen

Telephone eq

Informal work areas / break-out zonesAccessibility of colleagues

Meeting rooms (large) Quiet rms for wking alone/in pairsAbility to personalise wk stn

People walking past wk stnAtriums / communal areas

Air qualityOffice lighting

ParkingComputer eq fixed

Health & safety provisions

Doing Seeing Feeling

Planned meetings

General tidinessToilets / WCs

Tea, coffee & refreshment facilities

Informal work areas / break-out zones

Doing Seeing

Workplace Impact

Feeling

Planned meetings

Relaxing / taking a break

General tidiness

Toilets / WCs

Noise levels

General decor

Meeting rooms (small)

WorkplaceActivities

PhysicalFeatures

ServiceFeatures

Employee sentiment “super-drivers”

n= 401,362

01Employee sentiment expression clusters into three distinct emotional response areas .

02Employees demonstrate a series of triggers that determine their positive or negative response to the sentiment clusters.

03These thirteen ‘sentiment super-drivers’ should be seen as the foundation stones of high performance (EwX) workplaces.

2. Demographic distractions

- Numerous studies- Exposes differences between

demographic segments

Boomers

Aged 54-73

Generation X

Aged 53-39

Millennials

Aged 24-38

Generation Z

Aged 23-

“the multi generational workplace”

Traditionalists

Aged 74-91

Traditionalists

Aged 74-91

Boomers

Aged 54-73

Generation X

Aged 53-39

Millennials

Aged 24-38

Generation Z

Aged 23-

Boomers

Aged 54-73

Generation X

Aged 53-39

Millennials

Aged 24-38

Generation Z

Aged 23-

c.12% c.55% c.31% c.2%

1 2 3 4

Boomers

Aged 54-73

Generation X

Aged 53-39

Millennials

Aged 24-38

Generation Z

Aged 23-

c.12% c.2%c.55% c.31%

Those age 35-44 repeatedly the most challenged by workplace

Lmi c. 64.0

Lmi c. 61.6

Lmi c. 63.8

Lmi c. 69.3Those age 35-44 repeatedly the most challenged by workplace…. because their roles are more complex.

Those age 45-54 the lowest Lmi across age groups

Individual focused work, desk based

Planned meetings

Telephone conversations

Informal, un-planned meetings

Reading

Audio conferences

Individual routine tasks

Informal social interaction

Thinking/creative thinking

Private conversations

Collaborating on creative work

Hosting visitors, clients or customers

Video conferences

Larger group meetings or audiences

Spreading out paper or materials

Individual focused work away from your desk

Using technical/specialist equipment or materials

1-5 activities23%

of respondents

6-10 activities39%

of respondents

11-15 activities21%

of respondents

16-21 activities17%

of respondents

Planned meetings

Reading

Audio conferences

Video conferences

1-5 activities

23%of respondents

6-10 activities

39%of respondents

11-15 activities

21%of respondents

16-21 activities

17%of respondents

>50% select

Planned meetings

Reading

Audio conferences

Video conferences

1-5 activities

23%of respondents

6-10 activities

39%of respondents

11-15 activities

21%of respondents

16-21 activities

17%of respondents

>50% select

Planned meetings

Reading

Audio conferences

Video conferences

1-5 activities

23%of respondents

6-10 activities

39%of respondents

11-15 activities

21%of respondents

16-21 activities

17%of respondents

>50% select

Planned meetings

Reading

Audio conferences

Video conferences

1-5 activities

23%of respondents

6-10 activities

39%of respondents

11-15 activities

21%of respondents

16-21 activities

17%of respondents

>50% select

Planned meetings

Reading

Audio conferences

Video conferences

Activity (role) complexity offers the strongest indicator of workplace needs.

activities

17%of respondents

01Employee workplace needs are governed more by their role and career stage than than anything to do with their birth year.

02Those aged 35-44 typically have the greatest role complexity and therefore have greater workplace infrastructure needs

03The only aspects that Millennials attach greater importance to are ‘relaxing / taking a break’ and ‘learning from others’

The hell of unassigned and open plan working!

575,409 3. Assigned vs unassigned- Multiple indicators- Basic examination of the data- Most recently, with addition of

space data - 2018 Leesman+ - 28 high performance

workplaces- 11,760 employees

Assigned vs unassigned

Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer

assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425

(post occupancy studies)

65.5%67.7%

Assigned vs unassigned vs Leesman+

- How do Leesman+ spaces outperform

- How does their desk allocation strategy differ

6,764Respondents at an assigned work setting

Lmi 76.2

Lmi 75.4

Lmi 72.4

4,600Respondents at unassigned work setting

262Respondents at other work setting

10 workplaces fully designated

10 workplaces reported a mix of both

8 fully flexible where no workstation is assigned to a particular individual

10 workplaces reported a mix of both

8 fully flexible where no workstation is assigned to a particular individual

131 sq ft per person

159 sq ft per personHigh performance unassigned space +20% sq ft per person

8/10 flex spaces have distinct neighbourhood system

01Findings point to unassigned seating strategies routinely delivering lower employee experience outcomes.

02Where unassigned seating workplaces deliver high performance employee experience outcomes, they would appear to need 20% greater sq ft per person to do so…

03..and they operate neighbourhood type systems.

4. Credit Union research results

- Research collaboration with Momentum, Filene and Leesman.

- Key results findings - 10 organizations in the US- 22 workplaces

Overview

22 buildings

1,346 respondents

10 organizations

CU Study Group Lmi 64.4Leesman Global Average Lmi 62.5

Data contributors include:

Doing – getting things done

Enables me to work productivelyEnables us to work productively

Sharing ideas/knowledgeAn enjoyable environment to work inContributes to a sense of community

Respondents who agree with all 5 questions

65.6%Credit Unions

58%Leesman+

Seeing

Seeing – Image and sustainability

Positive impact on the corporate imagePositive impact on the environmental

sustainability

Respondents who agree with both questions

52.6%Credit Unions

68%Leesman+

Feeling

Feeling - Pride and culture

Place I’m proud to bring visitors toPositive impact on workplace culture

Respondents who agree with both questions

58.5%Credit Unions

69%Leesman+

Cubicle assigned solely to you

A private office assigned solely to you

A workstation, assigned solely to you, in an open plan office area

A workstation assigned to you, in a shared office (enclosed room or space)

Leesman Lmi

62.1Distribution

37.5%Leesman+ gap

69.8Productivity agreement

23.0% -9.2

63.3Productivity agreement

21.3% -10.5

8.5% -9.5

92 ABW workplaces, n=24,703

Internal Mobility – Q. Thinking about how you use your workplace, which of the following most closely describes your work mobility?

Respondents Distribution Lmi LmiRange

Leesman Benchmark

Benchmark Lmi

1I perform most / all of my activities at a single work setting and rarely use other locations within the office

627 46.6% 66.3 57.9% 64.6

2I perform the majority of my activities at a single work setting but also use other locations within the office

457 34.0% 63.2 33.9% 60.3

3I perform some of my activities at a single work setting but often use other locations within the office

74 5.5% 60.0 5.8% 61.3

4I use multiple work settings and rarely base myself at a single location within the office

30 2.2% 69.5 2.4% 63.0

Work Activities – Q. “Thinking about the work that you do, which of the following activities are important and how well are they supported?” (Groups based on number of activities selected) ▽

Respondents Distribution Lmi LmiRange

Leesman Benchmark

Benchmark Lmi

1 0 to 5 312 23.2% 65.9 27.5% 65.6

2 6 to 10 436 32.4% 65.1 37.6% 62.7

3 11 to 15 312 23.2% 63.8 18.3% 61.0

4 16 to 21 286 21.2% 62.5 16.7% 59.9

Organisation X average number of activities: 11.0/21 Leesman Benchmark average number of activities: 9.9/21

42%26%

Planned meetings

General tidiness

Toilets / WCs

Noise levels

General decor

Meeting rooms (small)

WorkplaceActivities

PhysicalFeatures

ServiceFeatures

Employee sentiment “super-drivers”

n= 401,362

Individual Routine Tasks

Planned meetings

Reading Collaborating on focused

11 Activities

Learning from othersIndividual

focusedwork desk based

Creative thinking

Super Drivers

Planned meetings

Individual focusedwork desk based

80.3% 74.4% -8.3%

68.0% 53.2% -6.8%

83.9% 77.6% -2.8%

80.5% 76.9% -8.0%

CUs Global Avrg Gap L+Work Activities

Leesman average 61.1%

Credit Unions 60.7%

Leesman+ 81.4%

Work Activities

-20.7%

Credit Unions 61.1%

Leesman+ 79.1%Desk

--18.0%

Physical FeaturesSuper Drivers

Credit Unions 26.6%

Leesman+ 44.6%

Noise Levels

-18.0%

Physical Features

Credit Unions 33.7%

Leesman+ 71.7%

General Decor

-38.0%

Physical Features

Credit Unions 50.9%

Leesman+ 73.6%

Meeting Rooms (small)

Physical Features

-22.7%

Credit Unions 30.7%

Leesman+ 70.1%

Informal work areas or breakout zones

Physical Features

-39.4%

Super Drivers

Service Features

Toilets/W.C.

General Tidiness

54.4% 73.5% -14.8%

68.4% 65.2% -14.5%

CUs Global Avrg Gap L+

78.5%Importance of tea, coffee and

refreshment facilities

Credit Unions 55.8%

Leesman+ 74.2%

Tea, coffee & other refreshments

Service Features

-18.4%

workplace

cost utilization density

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employeeexperience

headcount

Lmipowered

productivity

leesmanindex.com/research

leesmanindex.com

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