Very few people say their ideal workplace is"totally open" Quiet zones in offices have significantly higher impact than break rooms
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U.S.
WORKPLACE
SURVEY
2019
Very few people
say their ideal workplace
is“totally open”
Quiet zones in offices
have significantly higher
impact than break rooms
One in seven corporate
employees use coworking
during an average week
TABLE OF CONTENTS
It’s time for a new workplace narrative;
we need to move past a language of extremes.
INTRODUCTION
2 Social and economic change underpin today’s workplace conversations
We surveyed over 6,000 people working full-time which ones? Coworking venues now abound, but what
4 The U.S. workplace is becoming more effective, and more collaborative across the United States to understand the key is the real impact, and how are they really being used
6 An effective workplace is critical, but it’s not enough issues facing today’s workers and workplaces. by people working at large companies? In each case,
The pervasive narratives around today’s workplace deeper study often points to balance and nuance as
KEY FINDINGS environments are often based on the idea of extremes. the best starting points to create a better workplace.
8 People are asking for more private space at work Debates around the “open office” are a high-profile
12 Not all amenities are worth the investment example—open offices are purportedly noisy, What people really want from their workplace is
16 14% of employees at large companies use coworking spaces
distracting, and destroying our ability to both focus a great experience. In this report, we investigate the
and collaborate. But they may also make us more modern workplace and identify factors and design
CONCLUSION strategies that optimize effectiveness, experience,
physically active and less stressed. These discussions,
22 Action steps to optimize people’s performance
however, lack solid grounding because there is no and performance. Today’s workplace is an ecosystem,
24 A framework for workplace experience and the best workplace experiences are built on
consistent definition of the “open office,” and rarely
APPENDIX is any environment totally open or totally closed. variety, choice, and autonomy. Providing a great
workplace experience also yields direct business
26 Global comparisons
28 Role comparisons
Other hot-button issues demand greater scrutiny, performance benefits. Great workplaces create more
30 Research history & methods too. The workplace is increasingly amenity-rich, but engaged employees; and more engaged employees
32 Applied research tools: the WPIx are those amenities truly delivering value—and if so, are the key to business productivity and profit.
1
INTRODUCTION
Social and economic change underpin
today’s workplace conversations.
Today’s workplace landscape is mired in organizations that hold the same values
change spurred by evolving business and as they do, provide a healthy work/life
social contexts. The U.S. unemployment balance, and include the right amenities
rate is at its lowest point in nearly a half- in the workplace. These shifts are driving
century, putting organizations in heated organizations to increasingly compete on
competition for top talent. However, the experience and purpose.
predicted end of this extended boom
cycle continues to make companies As the workplace accommodates five
wary of large investments or long-term generations, its diversity is also growing
commitments. The world also continues in other ways. Women and people of color
to become more urban, driving up real are entering the workforce at historic
estate prices and density in the prime rates. Today, women outpace men in
city markets where companies are achieving bachelor’s degrees, and in many
increasingly locating. industries, outnumber men in middle and
upper management positions. Diverse
Since the release of our U.S. Workplace working communities engender diverse
Survey 2016, Millennials have become the perspectives and desires. Workplaces
largest contingent of the U.S. workforce, that reflect the wide range of needs and
and Generation Z’s integration has already expectations of today’s talent pool will
begun. Younger workers tend to pursue come out ahead.
Confidential Technology Client
HISTORICALLY LOW UNEMPLOYMENT FIVE GENERATIONS AT WORK GENDER DIVERSITY EDUCATIONAL ACHIEVEMENT
Percent unemployment by year U.S. labor force, in millions Percent of the workforce, women vs. men Percent of Americans 25-29 years old with a bachelor's degree or higher
10 80 80 40
Boomers
Women
8 60 60 35
56 Men
Gen X 53
Women Men
6 40 41 40 25
Silent/Greatest
4% 20 20
4 20
Millennials
9
Post-Millennials 3 0 0
0 0
1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 1980 1985 1990 1995 2000 2005 2010 2015 1980 1985 1990 1995 2000 2005 2010 2015
Source: U.S. Bureau of Labor Statistics, Current Population Survey (2019) Source: Pew Research Center (2018) Source: U.S. Department of Labor, Women in the Labor Force (2016) Source: Steven Johnson / The Atlantic (2017)
2 U.S. Workplace Survey 2019 3
INTRODUCTION
The U.S. workplace is becoming more
effective, and more collaborative.
The U.S. workplace has improved in workplace (44 percent)—a metric defined These improvements align with an greater business performance
recent years, with 2019 registering our in our 2013 study to codify workplaces that observed shift toward high-performance and innovation. Perhaps even more
highest effectiveness scores of any successfully prioritize both individual and behaviors. As knowledge and creative important, U.S. workers are also starting
Workplace Survey over the past 15 years. collaborative work, and which has proven work have become more complex and to see these behaviors as more critical
While this may be partially attributable to be highly correlated to effectiveness interconnected, people today report to their job performance, and are reporting
to an extended economic expansion, it and performance. People today also spending less time working alone and that their workplace environments are
is also connected to improvements in report greater levels of choice and more time collaborating, socializing, more effective overall in supporting
the physical and experiential nature of autonomy at work—45 percent of and learning. Our past research directly the full suite of activities that define
the workplace itself. A greater portion of U.S. workers now report having choice connects these non-focus behaviors with modern work.
people today report working in a balanced in where they work within their office.
2013* 2016 2019 2019
WORKPLACE EFFECTIVENESS (WPI) 44%
2016
38%
2019 70
WORKING ALONE 54% 50% 45%
2016 69
2013 63
2013 BALANCE
40 90
24%
COLLABORATING 17% 28% 30%
IN PERSON
2019 marks the highest
workplace effectiveness
score measured, driven by
COLLABORATING 7% 15% 14% high levels of balance and 2019
VIRTUALLY choice at work. 41%
2013
WORKPLACE EFFECTIVENESS 32%
LEARNING Workplace effectiveness by year, as measured by
2016
Gensler’s Workplace Performance Index (WPI) score.
27%
The WPI is a proprietary aggregate measure of CHOICE
5% 3% 6% workplace effectiveness.
SOCIALIZING
8% 4% 5%
BALANCE & CHOICE
TIME SPENT BY WORK MODE Percent of respondents who work in a balanced
Percent of average week spent in each *Percentages do not add up to 100% because workplace (top), and who report choice in where to
work mode, by year. respondents were given an “other” option in 2013. work (bottom), by year.
4 U.S. Workplace Survey 2019 5
INTRODUCTION
HIGH EFFECTIVENESS +
GREAT EXPERIENCE
An effective workplace is critical, POOR EFFECTIVENESS +
45%
but it’s not enough. GREAT EXPERIENCE
OF U.S. RESPONDENTS
8% These people have the highest
OF U.S. RESPONDENTS
engagement scores in our sample. People
The workplace is getting better, but While effectiveness and experience These people are highly engaged, but working in the technology, finance, and
significant room for improvement are distinct variables, they do work in struggle with ineffective workplaces. management/advisory industries are most
still exists. In this report, we frame concert—with the majority of people People working in the consumer goods, likely to fall in this quadrant.
progress and future goals within a dual working either in a workplace that not-for-profit, and media industries are
narrative—a focus on both effectiveness scores poorly on both or in one that most likely to fall in this quadrant.
and experience in the workplace. On its scores well on both. The latter group—
own, the effectiveness of an individual’s whose workplaces are optimizing HIGH EFFECTIVENESS +
workplace environment explains a effectiveness and experience in POOR EXPERIENCE
8%
significant portion of job commitment tandem—is consistently associated with POOR EFFECTIVENESS +
and satisfaction, purpose and meaning our highest employee engagement and POOR EXPERIENCE
in their work, and the likelihood they will
recommend their company to a peer—all
performance scores.
39% OF U.S. RESPONDENTS
These people have highly effective
direct measures of employee engagement Approximately one in five workers are OF U.S. RESPONDENTS
workplaces, but still struggle to have
and perception of their company. not so easily categorized, however—these
These people consistently a great experience. People working in
workers report either having an effective the legal industry are most likely to fall
Our U.S. Workplace Survey 2019 workplace but not a great workplace rank lowest on engagement
and performance. People working in in this quadrant.
expands our purview to codify and experience, or report an ineffective
the government or defense industries
measure the entire employee experience. workplace and a great experience. For are most likely to fall in this quadrant.
By analyzing effectiveness and experience these people, as well as those with below
together—as quantified by our proprietary average scores on both metrics, there is a
Workplace Performance IndexSM (WPI) distinct missed opportunity for leveraging HOW THE WORKPLACE MEASURES UP
and Experience IndexSM (EXI) scores— the workplace environment to optimize Respondent breakdown into those above
we are able to explain a larger portion of individual performance. and below average on experience (EXI)
employee engagement and performance. and effectiveness (WPI), and how the two
scores interact.
Quantifying experience and Companies with top quartile
effectiveness can explain*: engagement have**:
44% of commitment 21% higher profit
55% of recommendation 41% lower absenteeism
56% of job satisfaction 10% higher customer loyalty
To optimize performance, we must
Quantifying effectiveness
alone can explain*: WORKPLACE WORKPLACE
address effectiveness and experience
29% of commitment
35% of recommendation
EFFECTIVENESS EXPERIENCE
EMPLOYEE
ENGAGEMENT
BUSINESS
PERFORMANCE in tandem. Currently, less than
(WPI) (EXI)
38% of job satisfaction
half of the American workforce is
in a workplace that achieves both.
*Explanatory power of workplace effectiveness **Source: Gallup Q12 Meta-Analysis
(WPI) and experience (EXI) as related to employee
engagement metrics and business performance
6 U.S. Workplace Survey 2019 7
CURRENT & IDEAL WORK ENVIRONMENT
Percent of respondents who currently sit in each
type of workplace environment, compared to what
they say would be ideal
KEY FINDING ONE MOST OPEN
TOTALLY OPEN
People are asking
No walls—everyone in the
organization sits together
for more private space 7%
MOSTLY OPEN
at work.
With on-demand private space;
28% offices only when required by role
11%
Only a fraction of people would prefer on-demand private space to support
working in a totally open or a totally individual, focused work, but very few
26%
private environment; over two-thirds say they would prefer a totally private
(77 percent) consider environments environment. And when rating what
SOMEWHAT OPEN
that fall between these extremes constitutes the “best” workplaces overall—
DEGREES OF OPENNESS
to be ideal. To capture this nuance, not just physically but in terms of Few in private offices; desks with
low/medium panels for privacy
we measured “degrees of openness” the goals and work processes they 20%
with six variables, from “totally open” support—“team building and
workplaces with no walls, to “totally collaboration” is the highest-ranked
private” workplaces in which all employees aspect of a great workplace according CURRENT IDEAL
have individual offices. We asked each to our respondents, a finding
respondent to tell us which type of consistent across generation and 28%
environment they currently have, and gender segmentations.
which they consider to be ideal. Responses
Although these desires may appear SHARED OFFICES
to both questions fall largely in the middle, 6%
though on average, people seek greater at odds with one another, the best Mostly shared offices/team
workplaces treat these goals as rooms that sit 3 to 6 people
levels of privacy than they currently have.
Women’s preferences lean slightly more equal—delivering a variety of spaces
that accommodate privacy and focus
8%
toward privacy; Millennial and Gen Z
respondents lean more toward openness. alongside more open spaces that
prioritize connection, collaboration, and
Which environments work best? innovation. And these greater degrees 20%
Environments that are mostly open of openness align with behaviors
environments but provide ample on- connected to effectiveness, experience, 7% 23%
demand private space have both the and engagement. People working in more
highest effectiveness and the highest open spaces are more likely to report MOSTLY PRIVATE
experience scores. This largely aligns experimenting with new ways of working, Individual offices for most; the
with people’s stated preferences: they taking time to reflect, having fun, and rest have medium/high panels
prefer open environments with ample getting inspired.
16%
TOTALLY PRIVATE
An enclosed, individual work
environment for everyone
MOST PRIVATE
8 U.S. Workplace Survey 2019 9
KEY FINDING ONE
ATTRIBUTES OF THE BEST WORKPLACES
Percent of respondents who selected each attribute
People also see team building
as describing the “best” workplaces.
as the most important aspect
of great workplaces. Promote team building
and collaboration
Provide the latest Help share knowledge and Support health
Communicate Maximize individual Inspire creativity
technology and tools best practices and well-being
shared mission, productivity and innovation
values, and culture
Build social Foster camaraderie
Support
43%
connections and and fun
experimentation with community
new ways of working
29% 31% 32% 33% 33% 34%
14% 18% 20%
Mostly open environments deliver
best on performance and experience
EFFECTIVENESS (WPI) EXPERIENCE (EXI)
TOTALLY OPEN 71 69
Mostly open environments
have the highest effectiveness MOSTLY OPEN 73 70
and experience scores, driven SOMEWHAT OPEN 67 63
by high levels of choice,
variety, and balance. SHARED OFFICES 67 63
MOSTLY PRIVATE 70 64
TOTALLY PRIVATE 71 66
40 90 40 90
PERFORMANCE BY CURRENT
WORKPLACE TYPE
Experience (EXI) and Effectiveness (WPI) scores
for each workplace type, on a 100-point scale.
10 U.S. Workplace Survey 2019 ESD, Chicago, IL 11
KEY FINDING TWO
Target workplace investment on the
amenities that deliver the highest
impact. Those that directly support
work process have most value.
Not all amenities are
worth the investment. EFFECTIVENESS (WPI) EXPERIENCE (EXI) GREATEST VALUE
THOSE WHO HAVE THIS AMENITY
+11 +16 INNOVATION HUB*
The workplace is becoming more outdoor workspaces and work cafés— THOSE WHO DO NOT
choice-based and amenity-rich. But fall toward the middle. The key takeaway:
every workplace can’t, and shouldn’t, work-focused amenities that align with the
have every amenity. To target the right direct needs and priorities of people’s jobs +11 +14 MAKER SPACE*
investments, we must understand the have the most value; amenities aren’t for
impact of individual amenities and escaping work, they’re for optimizing it.
alternative workspaces on people’s
A work-focused amenity strategy is also +10 +14 QUIET/TECH-FREE ZONE
performance. To measure this effect,
we asked people which amenity and a way to encourage people to work in a
more mobile fashion—and those behaviors
alternative workspaces are available in
their office and compared access-related are associated with higher performance. +9 +13 OUTDOOR WORKSPACES
effectiveness and experience scores. For high performers, everywhere is a
work setting—both in and out of the
The amenities that deliver the greatest office. Employees who work away from +9 +13 FOCUS ROOMS
impact connect directly to people’s their desks at least sometimes are more
most salient needs and preferences: effective and report a better experience.
spaces directly connected to
innovation, making, and collaboration;
An interesting relationship also exists
between spending time outside the
+8 +12 WORK CAFÉ
and quiet places to perform focused office entirely and great experience—
or individual work. Amenities with a it’s curvilinear. That means there is a
non-work focus, such as lounges and break balance to strike—too little time, as +7 +10 PHONE ROOM
rooms, deliver the smallest performance well as too much time, working away
gains in our sample. Amenities that from the office is associated with lower
are versatile in their function—such as effectiveness and experience scores. +7 +9 LIBRARY
+4 +6 CAFETERIA
+1 +2 BREAK ROOM/LOUNGES
LEAST VALUE
THE AMENITIES THAT DELIVER MOST ON *Innovation hub and maker spaces are most
prominent in technology, media, management
EFFECTIVENESS AND EXPERIENCE advisory, and finance firms.
EXI and WPI score comparisons for each amenity,
differences in scores between people who have the
amenity in their workplace and those who do not.
12 U.S. Workplace Survey 2019 13KEY FINDING TWO
EFFECTIVENESS (WPI) EXPERIENCE (EXI)
The right amenities are a crucial ingredient
in a choice-based workplace experience. WORK AWAY FROM DESK
THOSE WHO DO NOT 64
75
+11
58
73
+15
Workspaces that provide variety and 40 90 40 90
encourage in-office mobility have higher People who work away
IN OFFICE MOBILITY
effectiveness and experience scores.
Experience (EXI) and Effectiveness (WPI) scores
from their desks within for employees who spend time working away
the office frequently have from their desks.
higher effectiveness and
experience scores.
Only 49% of people without
Only 33% of respondents without choice in where to work report
a variety of work settings report a a great workplace experience.
great workplace experience.
71% of people with choice
VARIETY CHOICE
in where to work report a
great workplace experience.
The vast majority, 79%, of people
in workplaces with a variety of
settings report a great experience.
THE POWER OF VARIETY THE POWER OF CHOICE
Percent of respondents who report a great Percent of respondents who report a great
experience—those with a variety of work settings experience—those with choice in where to work
within the office versus those without. within the office versus those without.
14 U.S. Workplace Survey 2019 AKF, Philadelphia, PA 15KEY FINDING THREE
OTHER
LOCATIONS PRIMARY OTHER
LOCATION
5% LOCATIONS
14% of employees
COWORKING
LOCATION 78% 11%
ANOTHER 2%
COMPANY
LOCATION
at large companies
COWORKING
7% LOCATION
HOME
18%
use coworking spaces.
8% COWORKING
PRIMARY
LOCATION
U.S. AVERAGE USERS
42%
ANOTHER
Coworking isn’t a new phenomenon. At average week compared to 18 percent, COMPANY
its inception, these spaces were designed respectively. This appears to be close LOCATION
for individuals or small groups that needed to an optimal allocation of time for 14% HOME
a place to work. In recent years, that many: users who spend about a day
dynamic has started to shift. There is a a week in coworking spaces have the 15%
fast-rising contingent of “enterprise” users highest performance scores, with a
of coworking spaces, or people who utilize significant dip when that time exceeds
coworking space out of an agreement with 20 percent of their average week. And
their employer and a coworking company. we see a similar relationship with time LEGAL FINANCE
Fourteen percent of our respondents spent in main office locations— 100,000+ NOT-FOR-PROFIT 3% 12%
(over 800 people)—all of whom work too much, or too little, time spent 10% 3%
ENERGY
for companies of 100 people or more— in one’s primary workspace is a drag 6%
report using coworking space as part on performance. 10,000-99,999 CONSUMER GOODS FEMALE
of their average workweek. These 10% 9% MANAGEMENT/ 46%
ADVISORY
users tend to be young and male. Most Why do people use coworking spaces? 101-999 SCIENCES
COMPANY 14%
are in manager positions or above, and Collaboration and networking top the list, SIZE 43% 5% INDUSTRY GENDER
an outsized portion work in the while focus acts as a detractor—the more
MEDIA MALE
technology industry. time a person spends working alone, the 10% 54%
less time they spend in coworking spaces
1,000-9,999 GOVERNMENT/
For the majority of these users, on average. In many ways, coworking DEFENSE
37% TECHNOLOGY
coworking appears to be part of their spaces function as another high-value 3% 35%
company’s broader plan to facilitate amenity—an alternative place to
autonomy and mobility instead of work and support activities not well
acting as their primary workspace— supported by the desk. Our data also WHERE PEOPLE SPEND THEIR TIME,
BABY BOOMER ADMIN
and our data suggests this is the right suggests that coworking utilization may AVERAGE VERSUS COWORKING
5% 6%
strategy. Most of these respondents have a negative relationship with the PROF/TECH USERS (TOP)
EXECUTIVE
use a coworking space for less than one quality of people’s primary workspaces: 16% 23% Breakdown of time spent during an average week
day per week, and spend more time in people with better-designed collaborative for the 14 percent of corporate employees who
their company’s own workplace than in areas spend less time working in GEN X use coworking regularly.
a coworking space—42 percent of their coworking spaces. 33% GENERATION ROLE
GEN Z / MILLENNIAL WHO’S USING COWORKING SPACES?
62% (BOTTOM)
Demographic breakdown of corporate coworking
MANAGEMENT
users by industry, gender, role, and generation.
55%
16 U.S. Workplace Survey 2019 17KEY FINDING THREE
Access to coworking is associated with EFFECTIVENESS (WPI) EXPERIENCE (EXI)
better effectiveness and experience. THOSE WHO USE COWORKING 80
+12
80
+16
68 64
People are using these spaces primarily
THOSE WHO DO NOT
40 90 40 90
for collaboration and connection. COWORKING AND PERFORMANCE
Experience (EXI) and Effectiveness (WPI)
Coworking performs similarly
comparison for employees with access to to a high-value amenity;
coworking vs. those without. those who have access have
significantly higher effectiveness
and experience scores.
Time spent in coworking
spaces is positively
correlated with time spent
collaborating; the opposite
is true for focused work.
100
PERCENT OF AVERAGE WEEK IN EACH ACTIVITY
80
60
40 WORKING WITH
OTHERS IN PERSON
20
WORKING ALONE
0
0 20 40 60 80 100
PERCENT OF AVERAGE WEEK SPENT IN COWORKING SPACES
COWORKING AND BEHAVIOR
Percent of time spent in coworking spaces as it
relates to time spent working alone and working
with others.
18 U.S. Workplace Survey 2018 Hyundai Studio Black, Seoul 1940%
KEY FINDING THREE
30%
Coworking adds value as an alternative The majority of coworking
users from large companies
work setting, but only to a point. Spend 20% use the spaces for one day
a week or less.
over a day a week in coworking spaces,
PERCENT OF RESPONDENTS
and they lose their luster. 10%
0%
0.5 DAYS 1 DAY 1.5 DAYS 2 DAYS 2.5 DAYS 3 DAYS 3.5 DAYS 4 DAYS 4.5 DAYS 5 DAYS
PORTION OF AVERAGE WEEK
TIME SPENT IN COWORKING SPACES
Number of days spent in coworking spaces during
ATLAS Workbase, Seattle, WA an average week, by percent of respondents.
TIME IN MAIN OFFICE LOCATION (U.S. AVERAGE)
EFFECTIVENESS (WPI) EXPERIENCE (EXI)
1 DAY 72 69
PORTION OF AVERAGE WEEK
2 DAYS 76 74
3 DAYS 74 73
4 DAYS 73 70
5 DAYS 68 63
40 90
TIME IN COWORKING LOCATION (COWORKING USERS)
0.25 DAYS 77 78
Time spent in coworking
0.5 DAYS 80 80
spaces is associated with
higher scores until it 1 DAY 83 82
exceeds a day per week.
> 1 DAY 79 78
TIME SPENT AND PERFORMANCE
Experience (EXI) and Effectiveness (WPI) comparisons by the percent of time
employees spend in their main office location (top) and coworking space
(bottom) in an average week. Top represents all U.S. respondents; bottom
represents just those who use coworking spaces.
20 U.S. Workplace Survey 2019 ATLAS Workbase, Seattle, WA 21CONCLUSION
Action steps to optimize
people’s performance:
Open environments should be private, too. Greater degrees
of openness are associated with high performance; but noise,
privacy, and the ability to focus remain key determinants of
workplace effectiveness. A choice-based strategy that provides
a variety of spaces and different types of enclosure can
reconcile these needs.
Amenities aren’t about escaping work—they’re about
optimizing it. People are working from everywhere—and
greater mobility is associated with greater performance and
engagement. The best amenity strategies prioritize anywhere-
working, creating hybrid settings that deliver both an amenity
and a workspace: work cafés, quiet/focus zones, and innovation
hubs, among others.
Coworking is a supplement, not a replacement, for a great
workplace experience. Coworking does not yet contend as a
primary work setting—but as a high-value amenity it delivers.
Our data shows distinct benefits from giving people access to
coworking spaces; but the effect diminishes for those spending
significant amounts of time coworking, and most still spend
more time in the primary offices.
22 U.S. Workplace Survey 2019 Hyatt Headquarters, Chicago, IL 23CONCLUSION
CONCLUSION
Creating a great workplace experience A highly effective workplace is key to the
best experience strategies; but focusing
Our Workplace Experience Framework
provides a lens through which to
requires aligning space, culture,
only on effectiveness can overlook broader understand the full suite of factors that
cultural or behavioral opportunities to makes a great workplace experience.
optimize engagement and performance. By understanding, and using design as
interaction, and behavior. Expanding our focus to all aspects that
yield a great employee experience means
a catalyst to improve culture, interaction,
and behavior, helps us move beyond
shifting the language we use to talk dichotomous discussions to work in
about the workplace—and concurrently the nuanced, complex reality of today’s
expanding the metrics and goals for workplace—and truly deliver what people
workplace design and strategy. today want and need from the workplace.
CULTURE
MISSION & INSPIRATION
EMPOWERMENT & AWARENESS Sfera, San José, Costa Rica
CREATIVITY & INNOVATION
SPACE INTERACTION
FUNCTIONALITY & EFFECTIVENESS SOCIAL CONNECTION
EMPLOYEE BUSINESS
VARIETY & CHOICE TECHNOLOGY & TOOLS ENGAGEMENT PERFORMANCE
AESTHETICS AUTONOMY
BEHAVIOR
REFLECTION & EXPERIMENTATION
WORKING AWAY FROM THE DESK
WORK MODES
9in10 1.5x
Over nine in ten people who have a People who have a great experience
great experience at work report getting at work also rate their workplaces to
inspired during an average week. be significantly more welcoming.
WORKPLACE EXPERIENCE FRAMEWORK
1.75x 4x
People who have a great experience People with a great experience are
at work are significantly more likely four times more likely to be in balanced
to report experimenting with new environments—those that prioritize
ways of working. both focus and collaboration.
24 U.S. Workplace Survey 2019 25APPENDIX | GLOBAL COMPARISONS
The U.S. workplace is on par, but not
outperforming, its global peers. GERMANY
2018
ASIA
2016
U.S.
2019
MIDDLE
EAST 2018
LATAM
2017
UK
2016
The U.S. workplace has some of in the individual workspace in which most
the highest effectiveness scores people sit in each country.
as measured by the WPI in any region 58% 57% 45% 42% 33% 30%
we’ve studied recently. On other metrics, The U.S. is comparatively the most
the workplace falls more toward the enclosed and the most open of any region
middle—people in the U.S. report less we’ve studied: 35 percent of respondents U.S. WORKERS ARE ONLY AVERAGE
choice than those in the Middle East, sit in individual, private offices; 42 percent ON CHOICE
Germany, and Asia. sit in some sort of “open” environment.
By global region, percentage of workers who report they
Shared and group office environments are have choice in where to work. Data is from most recent
The physical nature of the workplace comparatively rare in the U.S.; Germany, Workplace Survey in each country, conducted
also varies substantially around the globe. the Middle East, and Latin America are between 2016 and 2019.
While our “degrees of openness” variable much more likely to use these settings at People in the U.S. are less
is too new to compare across other a large scale. likely to work in shared
global regions, we see wide variations environments than workers
in other countries.
EFFECTIVENESS (WPI) 24% 27%
Effectiveness, as measured by the WPI score, by global region.
Data is from most recent Workplace Survey in each country, INDIVIDUAL OFFICE
35% 37%
conducted between 2016 and 2019.
U.S LATIN 41%
OPEN PLAN MIDDLE EAST
AMERICA
42%
11%
U.S. 70
18%
SHARED OFFICE OF 2
LATIN AMERICA 11% 24% 18%
69 GROUP OFFICE OF 3–6
12%
MIDDLE EAST 70
21%
26%
UK 67 26%
35% 40%
GERMANY 65 UK GERMANY ASIA
12%
ASIA 70
50%
40 90 24% 9%
17% 24%
16%
SHARED ENVIRONMENTS ARE
UNCOMMON IN THE U.S.
Type of individual work setting employees have, by
global region. Data is from most recent Workplace
Survey in each country, conducted between 2016
and 2019.
26 U.S. Workplace Survey 2019 27APPENDIX | ROLE COMPARISONS
A great workplace experience
shouldn’t just be for leadership. DIRECTOR,
DIRECTOR,
MANAGER
MANAGER
ADMIN AND 52%
PROFESSIONAL/ 56% SUPPORT
TECHNICAL
People in leadership positions have with few significant differences in 36% 36%
a significantly better experience at workplace effectiveness or experience PROFESSIONAL/
work—and the difference between between these groups. People’s ideal ADMIN AND
TECHNICAL C-SUITE, PARTNER/
VP/SVP
their experience and those in other workplace environments also show SUPPORT 35%
roles has been growing over time. Over significant variation by role. The 27% 72%
the past six years, scores have improved most senior roles tend to prefer more
CHOICE BALANCE
overall, but gains for managers and open environments, while those in C-SUITE, PARTNER/
directors have far outpaced professional, administrative, professional, and technical VP/SVP
technical, and administrative role scores. roles seek more privacy.
77%
We now see a consistent pattern in our One crucial place where the professional,
data: Partner/VP/SVP respondents have technical, and administrative workplace
the highest experience and effectiveness experience does continue to differ is
scores, followed by Director- and in the levels of choice people report:
Manager-level respondents. Professional, professional and technical workers have PERCENT WITH CHOICE PERCENT WITH BALANCE
technical, and administrative workers have more choice in where to work than their Workers who report they have choice Percent of respondents who work in
the lowest scores in our sample, administrative peers. in when and where to work. a balanced workplace.
EFFECTIVENESS (WPI) 2019 EXPERIENCE (EXI)
2019
C-SUITE, 81 80
PARTNER/VP/SVP
TOTALLY MOSTLY SHARED SOMEWHAT MOSTLY OPEN TOTALLY
DIRECTOR, PRIVATE PRIVATE OFFICES OPEN OPEN
73 70 W/ON-DEMAND PRIVACY
MANAGER
PROFESSIONAL/ C-SUITE,
66 61 PARTNER/VP/SVP 9% 16% 4% 24% 38% 9%
TECHNICAL
ADMIN AND
67 61
SUPPORT
40 90 DIRECTOR,
MANAGER 13% 20% 6% 22% 32% 7%
2016
79
EFFECTIVENESS AND EXPERIENCE
BY ROLE PROFESSIONAL/
TECHNICAL 19% 27% 7% 18% 23% 6%
70 Effectiveness, as measured by the WPI score, and
experience by the EXI score, by organizational role.
Comparisons by year for WPI scores from 2013
66
and 2016. ADMIN AND
SUPPORT 22% 25% 6% 19% 22% 6%
67
2013 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
70
IDEAL WORK ENVIRONMENT BY ROLE
63
People’s ideal work environment based on “degrees
63 of openness,” segmented by organizational role.
62
28 U.S. Workplace Survey 2019 29APPENDIX | RESEARCH HISTORY & METHODS
History Methods
Gensler’s U.S. Workplace Survey 2019 relates to employee effectiveness, This survey represents data collected Gensler’s WPI and EXI alongside additional
is the latest iteration of ongoing research business performance, and innovation. via an online survey conducted among questions that asked respondents to rate
on the workplace, which began in 2005. A 6,000+ anonymous, panel-based their workspaces and companies across
subsequent survey in 2006 established the This report represents the integration respondents representing a broad cross a variety of factors, including innovation,
connections between workplace design, of our historic workplace surveys with section of demographics, including motivation, choice, and technology, as well
employee productivity, and business recent insights into the nature of education, age, gender, and geographical as individual patterns of behavior
competitiveness. In 2008, our research experience, drawing from the 2017 location. Respondents do not work for and preferences.
established a framework for understanding Gensler Experience Index. These Gensler and were recruited via a third-
knowledge work through the lens of the questions, in addition to existing party panel provider. The Gensler Research Institute team
four “work modes”—focus, collaborate, workplace survey questions, allow for employed inferential statistics techniques,
learn, and socialize. We discovered that the direct comparison with data collected Respondents were required to be full- such as multiple linear regression, bivariate
effectiveness and support of all four work through past research efforts as well time knowledge workers who work in an correlation, and analysis of variance
modes connect to employee engagement as parallel surveys conducted around office some or all of the time, and work for (ANOVA), as well as descriptive statistics,
and company performance. the globe in the UK, Middle East, Asia, companies with more than 100 employees to derive these findings. For all inferential
Germany, and Latin America. This within 10 designated industry segments. statistical tests, the Institute team utilized
Gensler’s 2013 and 2016 U.S. Workplace puts our findings in the context of Survey questions included those from a p-value cut-off of 0.005.
Surveys continued these efforts, taking fundamental work and life shifts over
the pulse of the American workplace as it that time period.
2005 2006 2008 LEGAL
6%
FINANCE
12%
NOT-FOR-PROFIT
UK WORKPLACE SURVEY U.S. WORKPLACE SURVEY U.S. & UK WORKPLACE SURVEYS 9%
Employees see a clear link between The link is confirmed between the physical Research integrates new questions focused
the physical work environment and work environment and productivity in the on experience to measure effectiveness and MANAGEMENT/ MALE
personal productivity. minds of workers. experience in tandem. ENERGY ADVISORY 32%
7% 11%
INDUSTRY GENDER
CONSUMER GOODS
2012 2013 2016 11% TECHNOLOGY
15%
WPI META ANALYSIS U.S. WORKPLACE SURVEY U.S. WORKPLACE SURVEY
Analysis of client survey data reveals the Focus, balance, and choice in the workplace Findings connect workplace design directly SCIENCES
10% GOVERNMENT/DEFENSE FEMALE
outsized impact of focus effectiveness on emerge as key drivers of satisfaction, to organizational innovation and an MEDIA 10% 68%
overall workplace performance. performance, and innovation. “innovation ecosystem.” 9%
GEN Z DIRECTOR/PARTNER/
ADMINISTRATIVE/ C-SUITE
BOOMER 1%
2016–2019 2017 2019 15%
SUPPORT
20%
8%
GLOBAL WORKPLACE SURVEYS GENSLER EXPERIENCE INDEX U.S. WORKPLACE SURVEY
Surveys conducted in the UK, Asia, Research into the qualities of experience Research integrates new questions focused
Latin America, Germany, and the Middle identifies emotional and behavioral drivers on experience to measure effectiveness and
East build a global database of workplace of experience at work. experience in tandem.
respondents.
GENERATION MILLENNIAL ROLE MANAGER
49% 37%
GEN X
35%
PROFESSIONAL/
TECHNICAL
35%
30 U.S. Workplace Survey 2019 31APPENDIX | THE WPIx
Applied Research Tools: the WPIx SM
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WORKPLACE EXPERIENCE FRAMEWORK
Photo Credits
CULTURE
MISSION & INSPIRATION Cover Connie Zhou
EMPOWERMENT & AWARENESS 2–3 Gensler/Ryan Gobuty
10 Tom Harris
CREATIVITY & INNOVATION 15 Ari Burling
18 Nacasa & Partners
20 Gensler/Heywood Chan
23 Rafael Gamo
25 Andres Garcia Lachner
SPACE INTERACTION
FUNCTIONALITY & EFFECTIVENESS SOCIAL CONNECTION
VARIETY & CHOICE TECHNOLOGY & TOOLS
AESTHETICS AUTONOMY
Team Oversight Analytics Team Editorial Team Design Team Additional Contributors
Diane Hoskins Michelle DeCurtis Tim Pittman Laura Latham Nick Bryan
Janet Pogue Nicholas Watkins Kyle Sellers Minjung Lee Meredith Bucaro
Christine Barber Amrapali Agarwal Stella Donovan
BEHAVIOR
REFLECTION & EXPERIMENTATION
WORKING AWAY FROM THE DESK
WORK MODES
© 2019 Gensler.
The information contained within this document is and shall remain the property of Gensler.
This document may not be reproduced without prior consent from Gensler.
www.gensler.com/research
32 U.S. Workplace Survey 2019gensler.com/research
Open environments
should be private, too
Amenities aren’t about
escaping work—
hey’re about optimizing it.
Coworking is a supplement
not a replacement, for a
great workplace experience
A publication of the Gensler Research Institute
The Gensler Research Institute is a collaborative combination of global and local research grants,
network of researchers focused on a common goal: and external partnerships, we seek insights focused
to generate new knowledge and develop a deeper on solving the world’s most pressing challenges.
understanding of the connection between design, We are committed to unlocking new solutions and
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