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
desk
Hosting visitors/clients
Creative thinking
Collaborating on creative
work
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
vs.
Experience is by definition, subjective. So, an employee’s experience is his/her perception of reality at that point in time.
Subjective
40.1
81.5
0
10
20
30
40
50
60
70
80
90
100
45.0
87.5
0
10
20
30
40
50
60
70
80
90
100
% satisfaction with IT Helpdesk facilitiesVirtual IT helpdesk
Physical IT helpdesk
Client A Client B
40.1
81.5
0
10
20
30
40
50
60
70
80
90
100
45.0
87.5
0
10
20
30
40
50
60
70
80
90
100
% 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)
+ =
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 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)
+ =
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 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
Relaxing / taking a breakLearning from others
Individual focused work desk based
Thinking / creative thinking
Individ foc’d wk away from desk
Informal unplanned meetingsInformal social interaction
Collaborating on focused work
Workplace Impact
Seeing Feeling
Informal unplanned meetingsInformal social interaction
Collaborating on focused work
Hosting clients visitors & customersPlanned meetings
Relaxing / taking a breakLearning from others
Individual focused work desk based
Thinking / creative thinking
Individ foc’d wk away from desk
Workplace Impact
Doing Seeing Feeling
Informal unplanned meetingsInformal social interaction
Collaborating on focused work
Hosting clients visitors & customersPlanned meetings
Relaxing / taking a breakLearning from others
Individual focused work desk based
Thinking / creative thinking
Individ foc’d wk away from desk
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
Informal unplanned meetingsInformal social interaction
Collaborating on focused work
Hosting clients visitors & customersPlanned meetings
Relaxing / taking a breakLearning from others
Individual focused work desk based
Thinking / creative thinking
Individ foc’d wk away from desk
General tidinessToilets / WCs
Tea, coffee & refreshment facilitiesHospitality services
IT HelpdeskRestaurant / canteen
Telephone eq
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
ParkingComputer eq fixed
Health & safety provisions
Doing Seeing Feeling
Planned meetings
Relaxing / taking a breakLearning from others
Individual focused work desk based
Thinking / creative thinking
General tidinessToilets / WCs
Tea, coffee & refreshment facilities
Noise levelsGeneral decor
DeskMeeting rooms (small)
Informal work areas / break-out zones
Doing Seeing
Workplace Impact
Feeling
Planned meetings
Relaxing / taking a break
Learning from others
Individual focused work desk based
Thinking / creative thinking
General tidiness
Toilets / WCs
Tea, coffee & refreshment facilities
Noise levels
General decor
Desk
Meeting rooms (small)
Informal work areas / break-out zones
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
2Baby
Boomers
1946
Aged 54-73
3
Generation X
1965
Aged 53-39
4
Millennials
1981
Aged 24-38
5
Generation Z
1996
Aged 23-
“the multi generational workplace”
1
Traditionalists
1928
Aged 74-91
1
Traditionalists
1928
Aged 74-91
2Baby
Boomers
1946
Aged 54-73
3
Generation X
1965
Aged 53-39
4
Millennials
1981
Aged 24-38
5
Generation Z
1996
Aged 23-
2Baby
Boomers
1946
Aged 54-73
3
Generation X
1965
Aged 53-39
4
Millennials
1981
Aged 24-38
5
Generation Z
1996
Aged 23-
c.12% c.55% c.31% c.2%
1 2 3 4
2Baby
Boomers
1946
Aged 54-73
3
Generation X
1965
Aged 53-39
4
Millennials
1981
Aged 24-38
5
Generation Z
1996
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
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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 activities
23%of respondents
6-10 activities
39%of respondents
11-15 activities
21%of respondents
16-21 activities
17%of respondents
>50% select
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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 activities
23%of respondents
6-10 activities
39%of respondents
11-15 activities
21%of respondents
16-21 activities
17%of respondents
>50% select
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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 activities
23%of respondents
6-10 activities
39%of respondents
11-15 activities
21%of respondents
16-21 activities
17%of respondents
>50% select
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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 activities
23%of respondents
6-10 activities
39%of respondents
11-15 activities
21%of respondents
16-21 activities
17%of respondents
>50% select
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Relaxing/taking a break
Reading
Audio conferences
Individual routine tasks
Informal social interaction
Thinking/creative thinking
Learning from others
Private conversations
Business confidential discussions
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
Activity (role) complexity offers the strongest indicator of workplace needs.
16-21
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
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
Assigned vs unassigned
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
64.5
Assigned vs unassigned
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
64.5
74.0
Assigned vs unassigned
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
64.5
74.0
60.6%
76.9%
65.5%
Assigned vs unassigned
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
64.5
74.0
60.6%
76.9%
65.5%67.7%
69.0%
80.4%
Assigned vs unassigned
67.1
55
60
65
70
75
80
85
Leesman Lmi % productivity agreement % pride agreement % supports knowledge transfer
assigned n=41,070 unassigned n=38,162 Leesman+ n=33,425
(post occupancy studies)
64.5
74.0
60.6%
76.9%
65.5%67.7%
69.0%
80.4%
75.2%
69.3%
81.3%
Assigned vs unassigned vs Leesman+
- How do Leesman+ spaces outperform
- How does their desk allocation strategy differ
Assigned vs unassigned vs Leesman+
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
Assigned vs unassigned vs Leesman+
10 workplaces fully designated
Assigned vs unassigned vs Leesman+
10 workplaces fully designated
10 workplaces reported a mix of both
Assigned vs unassigned vs Leesman+
8 fully flexible where no workstation is assigned to a particular individual
10 workplaces fully designated
10 workplaces reported a mix of both
Assigned vs unassigned vs Leesman+
8 fully flexible where no workstation is assigned to a particular individual
10 workplaces fully designated
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
22 buildings
1,346 respondents
10 organizations
CU Study Group Lmi 64.4Leesman Global Average Lmi 62.5
Data contributors include:
Doing
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
-11.6
69.8Productivity agreement
23.0% -9.2
63.3Productivity agreement
21.3% -10.5
64.4P
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
35%
50%
13%
2%
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
12%
42%26%
20%
Planned meetings
Relaxing / taking a break
Learning from others
Individual focused work desk based
Thinking / creative thinking
General tidiness
Toilets / WCs
Tea, coffee & refreshment facilities
Noise levels
General decor
Desk
Meeting rooms (small)
Informal work areas / break-out zones
WorkplaceActivities
PhysicalFeatures
ServiceFeatures
Employee sentiment “super-drivers”
n= 401,362
Individual Routine Tasks
Planned meetings
Relaxing/taking a break
Telephone conversations
Spreading out paper or materials
Reading Collaborating on focused
work
Private conversations
11 Activities
Learning from othersIndividual
focusedwork desk based
Creative thinking
Super Drivers
Planned meetings
Learning from others
Individual focusedwork desk based
Thinking / creative thinking
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%
Relaxing / taking a break
Work Activities
-20.7%
Leesman average 71.8%
Credit Unions 61.1%
Leesman+ 79.1%Desk
--18.0%
Physical FeaturesSuper Drivers
Leesman average 30.8%
Credit Unions 26.6%
Leesman+ 44.6%
Noise Levels
-18.0%
Physical Features
Leesman average 43.6%
Credit Unions 33.7%
Leesman+ 71.7%
General Decor
-38.0%
Physical Features
Leesman average 53.7%
Credit Unions 50.9%
Leesman+ 73.6%
Meeting Rooms (small)
Physical Features
-22.7%
Leesman average 34.4%
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
Leesman average 61.1%
Credit Unions 55.8%
Leesman+ 74.2%
Tea, coffee & other refreshments
Service Features
-18.4%
workplace
cost utilization density
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80.0
70.0
60.0
50.0
30.0
employeeexperience
CFO
IT
CRE
HR
headcount
Lmipowered
productivity
leesmanindex.com/research
leesmanindex.com/research
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thank youany questions?