workplace - jll · • impact employee engagement, empowerment and fulfillment in the workplace •...
TRANSCRIPT
Powered by Human Experience
A Japan perspective
Workplace
2
1. Introduction ......................................................................................................................... 5
2. Executive Summary ........................................................................................................... 9
3. Decoding Human Experience ........................................................................................ 14
4. Survey & Results ............................................................................................................... 18
5. Three Priorities to Drive Human Experience ............................................................... 29
6. Conclusion & Key Takeaways ......................................................................................... 48
7. References & Appendices ................................................................................................ 52
Table of contents
3
A place of work is far more than a property. It is a living environment that helps individuals and businesses craft and experience a better fusion of life and work.
Memorable experiences are a key differentiator for individuals as they engage with an organization. This creative thinking should be at the core of every strategic and operational action in every company.
Powered by Human Experience
Workplace
4
A workplace that is powered by the human experience goes beyond a work-life balance. It drives how people
feel about their place of work. How empowered, engaged and fulfilled they are, it’s the purposeful fusion of life
and work based on authentic human experiences.
Dr Marie PuybaraudGlobal Head of Research, JLL Corporate Solutions
Powered by Human Experience
Workplace
5
Introduction
6
Powered byHuman Experience
The workplace is no different. It creates experiences that both affect our ability to get things done and shape our impressions and memorable moments of an organization.
Savvy C-Suites today see a direct correlation between productive places of work and healthy balance sheets. It is no longer enough for leaders to focus solely on improving visual appeal in the quest for greater productivity and profit. Real estate is a strategic device and, used wisely, it can help businesses of all sizes to attract, nurture and retain talent.
In recent years, this increased focus on talent and productivity has contributed to a growing emphasis on employee experience. It starts with employees finding and applying for a job at the organization and ceases when they eventually leave and share a memorable moment.
Think of a great app. You can perform your desired task quickly and efficiently, and you feel good about the brand supplying it. A bad app has the opposite effect – the task is hard to do, takes too much time and energy, and the experience is not rewarding in any way.
Organizations must provide the very best human experience in order to:
• Embody an organization’s culture, values and missions
• Influence employees’ attitude towards their work and their employer
• Shape brand perceptions internally and externally
7
JLL carried out a unique global research project. To decode the workplace experience, understand its specific impact on business performance and work out how experiences can be shaped by real estate to achieve strategic performance objectives.
Our findings Through this research project, we set out to demonstrate how transformational experiences could:
• Impact employee engagement, empowerment and fulfillment in the workplace
• Cement the link to professional happiness and satisfaction
• Impact productivity and quality of life
Through this survey, we have identified key workplace features that directly affect experience, including:
• New types of spaces
• Alternative work philosophies
• Different managerial approaches
These features can positively impact the impression an organization leaves on its employees and visitors and provide a better quality of life for employees as well as improve the efficiency of collaborators. Regardless of whether these experiences involve enhanced technology, innovative products, or collaboration with people, these experiences must make a good impression and could deliver engaging, empowering and fulfilling experiences.
In this report we present our Human Experience Model, which we have developed from the outcomes of our extensive research project.
The model can help you shape optimal user experiences to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.
Our global research project
40Corporate Clients
3Regions
7,364Employees
12Countries Human Experience Model
8
MethodologyOutput Product
JLL © 2017 Human Experience M
odel
HumanExperеnceModel
Engaгm
ent Empowerment
FulfillmentOutcomс
HX
Our global research project
12 Country Reports
Diagnostic Tool
Guide
Global Report
Human Experience Model
Desk Research to gather all relevant academic content on user experience
• Identify relevant publications• Define experience• Identify what creates an experience
in a workplace setting
Survey to decode user experience
• 7,364 employees• 12 countries
Co-design to co-create a Human Experience Model with clients and experts
• 9 workshops• 40+ corporate clients and experts
9
Executive Summary
Employees in Japan who have more choice over where and how they work are far more engaged
with their company.
Japanese employees want more than simply a functional workspace; they want one that
supports their physical and emotional wellbeing too.
Workplace densities in Japan are among the highest in the region – if not the world - and
are linked to lower levels of effectiveness at work.
9 in 10 Japanese respondents would like to see their
companies appoint someone dedicated to driving experience
and wellbeing at work.
Open-plan settings dominate Japanese offices; 60% of people
now work in an open-plan setting and 1 in 10 hot-desk.
In Japan, the vast majority of work is undertaken within an employee’s
primary office and at their desk.
Although relatively uncommon in Japan, varied spaces and amenities
- to complement the dominant open-plan workspace - are shown to dramatically improve engagement
and effectiveness.
In Japan, happiness and creativity are viewed as equally important in shaping
employees’ experiences and contributing to their fulfillment at work.
Levels of engagement and workplace effectiveness are low by global
standards; 1 in 5 are not engaged at all and 1 in 7 say that their workspace
does not allow them to work effectively.
Large corporates with traditional organizational structures appeal to most Japanese workers, but
entrepreneurial settings are becoming more attractive, especially to
younger generations.
Human experience is driven through employee engagement,
empowerment & fulfilment and is a key differentiator
for an organization.
While management style, especially if built on trust, may influence engagement at work,
it is not the main factor in Japan.
10
Key FindingsHuman experience as a key differentiator to drive engagement, empowerment and fulfillment at work
11
Can new workspaces close the engagement gap?Japanese companies face low levels of employee engagement. Fully one-fifth of employees do not feel engaged at all at work, the highest level in the world. The addition of flexible spaces that foster collaboration, creativity, work life balance and wellbeing for example, could all positively influence engagement. Among employees with access to external co-working spaces, 70% report being very engaged, versus 27% of respondents overall. Despite such places being a key driver of engagement, relatively few Japanese employers currently offer these to their workers, and there appears to be some reluctance to change within the workforce.
EngagementHow Japanese employees work today: The drive for efficiency has come at a costJapan is home to some of the most space-efficient offices in the world, with a reported 68 people sharing open-plan spaces on average. But as this research reveals, this efficiency comes at a price though: dense and vast open-plan workspaces appear to adversely affect employee experience. Beyond their primary workspace, we found relatively few areas or spaces for workers to use; fewer than half of workers have access to ‘innovative’ types of facilities such as creative spaces and gyms. Employees tend to spend most of their day, every day, at the same desk, with little opportunity to move, unwind or rejuvenate; in fact, they spend 75% of the day at their desks.
12
Fulfilment:‘Creative’ and ‘happy’ workplaces cultivate a fulfilled workforceWhile most Japanese workers are attracted to large corporations with very traditional organizational structures, a shift in preferences towards more entrepreneurial settings is occurring. For the vast majority of employees, ‘creativity’ and ‘happiness’ play a major role in shaping their experiences at work. Japanese offices should therefore, adopt workplace features and amenities that are intentionally designed to help workers feel happier, creative and fulfilled.
In the age of the ‘empowered’ worker, choice and flexibility rule Workers who are given greater choice over where and how they work are far more engaged. Linked to this, the majority of employees say that a trusting manager is a key factor in driving their engagement at work. Therefore, Japanese employers should consider how to build trust between managers and employees, and empower their staff by allowing employees choose from a range of temporary workspaces to complement, not replace, their main desk area. This could be achieved within the office or elsewhere through co-working arrangements for example and other alternative locations such as ‘third spaces ‘(cafes, library, etc…).
Empowerment:
13
Engagement• Introduce a range of new spaces, to complement open-plan
workspace, to drive engagement.
• Use workspace to foster creativity and entrepreneurial spirit, and to attract and retain employees.
• Consider reducing workplace density to improve employee effectiveness.
must come first
Empowerment• Encourage the development of corporate culture, and management
styles which build trust in the workplace, to empower and engage employees.
• Allow people to work in a different places, both in and out of the office, to improve performance and quality of life.
• Provide intentionally designed spaces within the office for concentration, regeneration and movement.
will drive change
Fulfillment• Inject happiness and creativity into workplace culture and design.
• Consider new spaces and initiatives that support employee’s health and wellbeing.
• Formalize experience in the organizational structure by, for example, creating new roles dedicated to enhancing employee wellbeing and experience.
is the new happiness
Recommendations for CRE in Japan
Dr Marie PuybaraudGlobal Head of Research, JLL Corporate Solutions
As workplace strategy moves from practical, design-based decision-making to a more experience-led approach, expect an overlap with functions that have traditionally been the domain of HR teams.
This will impact workspace design and decision-making.
14
Decoding Human Experience
15
Human Experience is an impression an organization leaves on its people, beyond the physical environment, which results in greater engagement, professional empowerment and a sense of fulfillment.
Understanding Human Experience for real estate is a key differentiator for how people engage with an organization. Similar to customer experience, employee experience involves how an individual interacts with his or her environment (physical, virtual and even spiritual) and their peers.
The Human Experience Model (HX) decodes experience through three pillars: engagement, empowerment and fulfillment.
The HX model can help you shape optimal user experiences through real estate to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.
of Human Experience
HumanExperеnceModel
JLL © 2017 Human Experience Model
Fulfillment
EmpowermentEn
gageme
nt
Sense of comfort
Sense of control
Sens
e of
com
mitm
ent
HX
Our definition
16
Three priorities to drive experienceExperiences help companies and individuals achieve their ambitions. The results of our research project have pinpointed three priorities to drive human experience for corporate occupiers.
Fostering a sense of commitment, which drives employees’ performance and effectiveness. It is an essential ingredient for facilitating organizational change. At work, people need to feel they have a purpose and operate in a nurturing environment in a business that allows them to prioritize their personal as well as professional development.
We decoded the human experience around these three priorities. Use it to create value for your customers, employees, colleagues, visitors, stakeholders and your brand.
Giving people a sense of control in their working environment and this can drive performance. Space to breathe, create and collaborate — alongside sustained opportunities for learning and excelling at work — can enable organizations to build trust and transparency in the workplace, key ingredients for boosting performance and ensuring people have a sense of purpose at work.
Making sure work feels comfortable beyond the surface level of happiness. Employee health needs to be ingrained into the vision of the organization, and creating positive experiences in the workplace will require companies to rethink their real estate and strategic direction. This should be balanced with rewards and recognition that boost belonging and satisfaction.
FulfillmentEmpowermentEngagement
17
Introducing
This research has helped us to develop a unique tool to help organizations define, measure and implement their experiential priorities. Built around the three pillars — engagement, empowerment and fulfillment — the HX tool can help organizations of all sizes to help balance the responsibilities of work and life.
The HX model is rooted in in-depth data and analysis, which can be tailored to an organization’s specific aims.
the Human Experience Model
JLL © 2017 Human Experience M
odel
HumanExperеnceModel
Horizontality
Choice
Innovation Spaces
Lear
ning
Digi
tizat
ion
RecognitionRew
ards &
Corporate
Philanthropy& Se
rvice
s
User
Com
fort
SustainableDesign
Fun at Work
Happiness/
Financial Wellness
Tailored Solutions
Human Leadership
Community Building
Purpose
MEA
NS
Intimacy
Contribution
Personalisation
Perform & Excel
Serendipity (Luck)
Belongingness
Cohesion
Loyalty
AlignmentPersonal DevelopmentTribal Behaviour
Productivity
Innovation
Collaboration
Career Development
Value of Joy
Sustainabilit
y
User Satisfactio
n
Spirituali
ty
Heal
ing
Mindf
ulne
ss
Care
Rem
ovin
g Fe
ar
Resi
lienc
e Pride
Satisfaction Attraction & Retention
Entrepreneurship
Kindness
HealthinessFairness
Social Responsibility
Stress-managementHarmony
Social Connections
Self-esteem
Ownership
Autonomy
Freedom
Creativity
TrustEmpathy
Care
er P
rogr
essio
nTra
nspar
ency
Conf
iden
ce
Mob
ility
Flui
dity
OUT
COM
ES
Fulfillment
EmpowermentEn
gage
ment
Sense of comfort
Sense of control
Sens
e of
com
mitm
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HX
18
Survey & Results
Disclaimer: Due to rounding, numbers presented throughout this document may not add up precisely to the totals provided.
19
1,501 interviews
305 interviews 501 interviews
253 interviews
257 interviews
508 interviews
507 interviews
3,532 interviews
UK 505 interviews GER 506 interviews
NL 508 interviews FRA 1,003 interviews ESP 503 interviews
ITA 507 interviews
United States
South Africa Australia
China
Hong Kong
Japan
India
Europe*
*Europe breakdown7,364Respondents
12Countries
Global respondents
2020
Target ProfilesJapan respondents
Sample of
508 employees
TARGET SURVEYED
working in an office and in a company of 100 employees and more
100-250 employees
501–1000 employees
251–500 employees
Over 1000 employees
16%
19%13%
52%
Company sizeCore business
2121
Company nationality (%)
In a company etc headquartered in Japan
In the subsidiary of a foreign company Men Women
Gender (%) Age
22
Yes No
22
Non-Managers
Managers
Seniority in the companyManagement responsibilities (%)
2323
Department
How employees in Japan work today
• Japanese workplaces are some of the most progressive in Asia and indeed the world when it comes to efficient use of space.
• 60% of Japanese employees now work in an open-plan arrangement, against just 40% worldwide.
• Less than a third of employees work in enclosed offices against 55% globally.
• Japan is also one of the front runners in Asia in terms of its adoption of open-plan and hot-desking arrangements.
• 1 in 10 Japanese workers adopt hot-desk practices compared to only 1 in 20 worldwide.
24
Global Japan
Type of workspace occupied (%)
Open-plan offices are the most common type of workspace in Japan
Japan is home to some of the most space-efficient offices in the world, with a reported 68 people sharing open plan spaces on average. But as this research demonstrates, this efficiency comes at a price though: dense and vast open plan workspaces appear to adversely affect employee experience. Workplace reforms that aim to engage and empower employees are at the top of the government and corporate agenda.
• Workplace densities in Japan are higher than in any other country surveyed.
• Japanese workers typically share their open-plan work areas with more than 68 people, a figure that is almost 1.5 times higher than the global average (45).
• Similarly, workplace density in shared spaces in Japan is twice as high as in China (32), which is the least crowded of the Asia Pacific countries.
Japanese offices are the densest in the world
2525
How many people do you share this space with? (for those who work in an open-plan office)
26USA UK
48Australia
37India
52 32China
39Hong KongGlobal
45Japan
68
68 45Average number of people in open space in Japan
people people
Average number of people in open space – Global average
• When in the office, Japanese workers are far less mobile than workers elsewhere - spending more time at their desks (75%) compared to the global average (66%).
• This means they also spend less time in other areas of offices, and underutilize flexible work spaces such as informal areas (3%), colleagues’ offices (5%) and private rooms (5%).
• Managers are slightly more mobile in the office than non-managers. But even managers spend 69% of their time at their desks – and the majority of the time they spend away from their desk is actually spent in meeting spaces (private or group meeting rooms) rather than in truly mobile work areas.
Japanese employees are less agile within the office
26
At their desk/workstation
In company meeting rooms
In offices/workspaces of colleagues
In informal workspaces (café, terrace, garden)
In a meeting room or private working space for individuals
When you are in your company offices, what percentage of your time do you spend in the following places? (%)
Global Japan
Managers Non-managers
When you are in your company offices, what percentage of your time do you spend in the following places? (%)
Japanese organizations have introduced fewer innovative workspaces than global counterparts• Japanese organizations are less likely to provide innovative spaces for their employees than companies in the rest of Asia Pacific and the world.
• For example, the majority of respondents globally have access to ‘community spaces’ and ‘spaces for collaborative working.’
• In comparison, only 35% and 26% of Japanese respondents currently have access to such spaces respectively.
• Furthermore, Japan has the lowest proportion of innovative spaces available to employees amongst the Asia Pacific countries surveyed.
27
Community spaces1.
35%
56%
Spaces dedicated to collaborative working
2.
26%
50%
Creative spaces3.
24%
32%
4. Spaces managed by well-known retailers
23%
28%
Spaces dedicated to health and wellbeing
5.
20%
25%
Japan
Global
Is this type of space offered by your company? (% responding yes, top five responses for Japan)
Workplace and labour reform is a top goal for the Japanese government and corporatesKey workplace challenges in Japan• Long work hours
More than 30% of workers now work more than 40 hours overtime per month
• Inflexible labour systems
• Inability to balance/access child support
• Widening wage gap between irregular and regular full time employees Proportion of irregular workers* (part-timers, contract workers) has increase by 40% since 1990, but irregular workers in Japan only earn 56.8% that of a regular worker
ObjectivesTo reform the Japanese workforce into a society where all citizens are dynamically engaged
• Pioneering a generation that is dynamically engaged
• Empowerment of women in the workplace
• Overcome the challenges of a society with a declining birth rate and aging population
*Part-timers; contract workers Source: Japan Times, August 2016 28
29
Three Priorities to Drive Human Experience
3030
EngagementThree priorities to drive experience
Fostering a sense of commitment, which drives employees’ performance and effectiveness. It is an essential ingredient for facilitating organizational change. At work, people need to feel they have a purpose, operate in a nurturing environment in a business that allows them to prioritize their personal as well as professional development.
Japanese employees report low workplace engagement
• Only 27% of Japanese respondents feel very engaged at work, significantly below the global average (40%).
• One in five Japanese employees (21%) don’t feel engaged at all at work, by far the highest amongst the Asia Pacific countries surveyed, and much higher than the global findings.
3131
How engaged do you feel at work? (%)
Can’t say
Not engaged
Yes, somewhat engaged
Yes, very engaged
38
15
47
Australia
64
5 1
30United Statс
36
2 1
61
China
39
11 1
49
United Kingdom
2314
62
1
Hong Kong
Global
2721
52
Japan
69
3
28
India
3232
Alignment with typical expressions of work engagement is also low
• Employee engagement is lower in Japan than almost anywhere else surveyed, and is notably low compared to global responses.
• When asked how much they agree with statements that assess their engagement with their company, less than 20% report complete agreement with any statement.
• This reflects overall low workplace engagement, and indicates that workers do not share the same degree of pride, commitment, loyalty and dedication to their companies, that are found in more engaged workforces.
• This lack of engagement and alignment with their companies is potentially harmful. Japanese employers should explore ways to engage their staff in order to drive loyalty and productivity.
Global Japan
Proportion who completely agree with the following statements (%)
33
There is a need to improve workplace effectiveness in Japanese offices
• Only 37% of Japanese respondents feel that their workplace enables them to work completely effectively, versus 52% worldwide.
• Alongside France and Hong Kong, Japan has one of the lowest levels of workplace satisfaction globally.
• While a large proportion (49%) can work somewhat effectively, 14% are unable to work effectively at all – a comparatively large proportion (nearly one out of every seven employees). This raises major concerns around the impact of the workplace on personal productivity and effectiveness on the job.
No, not really/not at all Yes, somewhat Yes, completely
Does the workspace provided by your company allow you to work effectively? (%)
Global 52% 41% 7%
34
Access to new types of facilities and amenities is closely linked to workplace effectiveness in Japan• The survey reveals a strong link between innovative
work settings and perceptions of workplace effectiveness in Japan. Workplace effectiveness improves markedly when employees have access to a myriad of innovative spaces.
• Improvement is especially stark where employees have access to external co-working spaces, or service desks or hobby/community spaces in their offices.
• In these cases, the proportion of respondents who say their workplace is ‘completely effective’ is around 70% against just 37% for the entire Japanese sample.
34
Employees who consider their workplace ‘completely effective’ (%, by access to selected spaces)
37%Overall Japan
35
Innovative spaces are also closely linked to higher employee engagementThere is also a strong link between innovative work settings and levels of employment engagement in Japan:
• This improvement is especially marked when employees can use external co-working spaces and service desks. In these cases the proportion of respondents who feel “very engaged” exceeds 70% against just 27% of the entire Japanese sample.
• Even though innovative spaces appear to be a strong driver of engagement, relatively few Japanese employers currently offer these to their workers.
35
Generally speaking, would you say that you currently feel engaged at work according to access to the following spaces (%)
27%Japan sample
36
Community spaces, service desks and incubators have the biggest perceived impact on engagement• Understanding the perceived or potential impact
of a work environment on engagement, based on current and desired space provision, can help companies to attract and retain talent.
• When employees have access to alternative work environments, the top three with the biggest perceived impact on engagement were service desks, incubators or accelerators and community spaces. This means that access to these spaces can help to retain existing talent.
• When workers who do not have access to alternative spaces were asked what they thought would have the biggest potential impact on engagement, they reported that community spaces, spaces for health and well being, and spaces managed by retailers would have the most positive impact.
36
Does this space have an impact on your engagement with the company?
(Average rating; from 0=no impact to 5=very positive impact)
If your company offered you this type of space, would it affect your engagement with the company?
3737
There is low readiness to change current workspaces in Japan• Workers in Japan are more reluctant to trade their
workspace in exchange for more innovative spaces than those in most other nations surveyed. Although about a quarter of Japanese respondents are willing to give up personal work space in exchange for better amenities, the remaining three-quarters are either unsure or completely reluctant to change.
• Japanese workers slightly more willing and ready to trade their enclosed offices for an ‘open space’ than they are to exchange a workstation for a non-allocated desk.
• Given that access to innovative spaces can boost employee engagement, Japanese companies should carefully manage change and offer employees a better choice of work settings and extra amenities in exchange for any loss of their personal work area.
0-1 2-3 4-5 n/a
Willingness to trade an enclosed office for an open space in exchange for innovative workspaces
(% responding from 0=certainly not prepared to change to 5=ready to change)
Willingness to trade an allocated workstation for a hot-desk environment in exchange for innovative workspaces
25% 23%31% 36%42% 39%Global Global
Three priorities to drive experience
EmpowermentGiving people a sense of control in their working environment can drive performance. Space to breathe, create and collaborate — alongside sustained opportunities for learning and excelling at work — enable organizations to build trust and transparency in the workplace, key ingredients for boosting performance and ensuring people have a sense of purpose at work.
38
1
34
2Trust
Autonomy
Taking Initiatives
Kindness
Feeling trusted by the management team
Being able to rely on a kind management team
Being given responsibility and having more autonomy
Being encouraged to take initiatives, without fear of being judged
3939
Trust, kindness and autonomy empower employees in JapanPotential impact of selected managerial approaches on employee engagement (Rated on scale of 0=no impact to 5=very positive impact, % scoring 4-5)
4040
Japanese employees generally see management philosophies as less likely to affect engagement
• Compared to the global benchmark, Japanese employees believe it is less likely that a variety of management styles will have a positive effect on their engagement levels at work.
• However, some managerial styles seem to have a more substantial effect; for example, over 50% of employees think a management culture based on trust would have a positive effect on their engagement at work.
• Managers who promote kindness and autonomy are also seen as more likely to impact engagement, but much less than is seen globally.
• While some managerial approaches resonate more with certain age groups, trust and democracy are significantly more important for older employees than for millennials in Japan.
Global Japan
Potential impact of selected managerial approaches on employee engagement (Rated on scale of 0=no impact to 5=very positive impact, % scoring 4-5)
4141
Organizations need to balance functional, emotional and physical needs in the Japanese workplace
• For Japanese workers, workplace satisfaction is more than simply meeting their functional needs. Workplaces need to balance competing needs for a variety of spaces – for concentration but also for fostering creativity, imagination and fitness.
• Facilities that inspire and rejuvenate the Japanese employee are deemed almost equally as important as those which enable them to concentrate.
• While the functionality of the workspace continues to be a key requirement, emotional and even physical requirements are also important. Japanese workers expect ‘Regeneration’, ‘Inspiration’ and ‘Movement’ to be integral aspects of their ideal workplace environment.
Priority Important, but not a priority Secondary Can’t say
My workplace should offer spaces for... (%)
4242
Introducing more agile working is one option to empower Japanese employees• Japan lags behind other countries in terms of
remote working practices. A lack of options for agile working may influence Japan’s engagement gap.
• Over 50% of employees never use a workspace outside of their office.
• Only 27% of Japanese employees work from home once a month or more, half the global average (54%).
• Millennials and managers make up the largest segment of the Japanese population who practices remote working.
• However, Japanese employees who regularly (at least 5 days per month) work from somewhere other than their primary office location show markedly higher levels of engagement.
• The biggest increase is found amongst employees who regularly work in transit and in ‘third spaces’ like cafés and libraries, where the proportion of respondents who feel “very engaged” exceeds 70% (versus 27% of the total sample in Japan).
Global Japan
“Very engaged” “Somewhat engaged” Not engaged
Employees who work in the following remote working locations at least once a month (%)
Employees who work in the following remote working locations at least once a month (%, by level of engagement)
43
Three priorities to drive experience
FulfillmentMaking sure work feels comfortable beyond surface-level happiness. Employee health needs to be ingrained into the vision of the organization, and creating positive experiences in the workplace will require companies to rethink their real estate and strategic direction. This should be balanced with rewards and recognition that boost a feeling of belonging and satisfaction.
44
Fulfillment— the new happiness 1Creativity
3Recognition
2Happiness at work
4Groups and Community
5Inspiration
We asked respondents in Japan: What creates a unique experience at work?
Base: 508 respondents
4545
Creativity and happiness are key to a unique work experience in Japan• Japanese workers identified “Creativity” (62%)
and “Happiness at work” (62%) as the primary characteristics of a unique workplace experience.
• Switching off from work and belonging to a group/community are more important here in comparison to the rest of the world.
• Personal needs such as learning, development, recognition and personalization of space, and digital experience are relatively less important in Japan compared with the global average.
• Because creativity is as important as happiness to Japanese workers, corporates in Japan should consider supporting initiatives that encourage collaboration and creativity within the workplace to improve employee experience.
Global Japan
Criteria that would give the feeling of having a unique experience of work (% selecting as a top five criteria)
4646
Corporate environments hold greatest appeal for Japanese employees – but entrepreneurial settings are also interesting• Japanese respondents exhibit a strong preference for working in a corporate environment: 72% of Japanese
employees hope to work in a large corporation, higher than the global average of 61%.
• The vast majority of this group are keen on a traditional, structured corporate environment; however, there is also a notable willingness to explore less structured environments.
• 22% of Japanese respondents wish to work in a start-up setting within a corporation, while a further 28% would like to work in more entrepreneurial environments such as SMEs, self-employment, or in startups.
• These findings are consistent with the surveyed trends in other countries in East Asia, such as China and Hong Kong.
61% += 40% 21%
If you were moving to a new company tomorrow, what structure would would you like to work in? (%)
Global
Be an employee in a large corporation
Be an employee in a large corporation but work in a start-up environment
Be an employee in a SME
Become self-employed or an independent worker
Be an “Intrapreneur”
Work in a start-up”
Employee in a large corporation
Employee in a large corporation but work in a start-up environment
72% += 50% 22%Japan
Employee in a large corporation
Employee in a large corporation but work in a start-up environment
Global
Japan
4747
A very good idea Quite a good idea Quite a bad idea A very bad idea
• In line with the global response, 87% of Japanese employees support the idea of the creation of a new role dedicated to enhancing employee wellbeing and experience within the workplace – such as a ‘Chief Happiness Officer.’
• Although fewer Japanese employees think it is a ‘very good’ idea (only 21% against 33% globally), employees in Japan are generally supportive of a position that supports wellbeing.
Global Japan
Japanese employees welcome the idea of a corporate role focused on enhancing employee well-being
Interest in creating a role responsible for enhancing employee wellbeing and workplace experiences (%)
48
Conclusion & Key Takeaways
49
Key Findings
Human Experience in real estate is a key differentiator for how employees
interact with an organization, and it should therefore play a key role – both strategically
and operationally, to drive engagement, empowerment and fulfillment.
Key TakeawaysHuman experience as a key differentiator to drive engagement, empowerment and fulfillment at work
50
Large corporates with traditional organizational structures appeal to most Japanese workers, but
entrepreneurial settings are becoming more attractive, especially to
younger generations.
Although relatively uncommon in Japan, varied spaces and
amenities - to complement the dominant open-plan workspace -
are shown to dramatically improve engagement and effectiveness.
In Japan, the vast majority of work is undertaken within an employee’s
primary office and at their desk.
9 in 10 Japanese respondents would like to see their
companies appoint someone dedicated to driving experience
and wellbeing at work.
Workplace densities in Japan are among the highest in the region – if not the world - and
are linked to lower levels of effectiveness at work.
Employees in Japan who have more choice over where and how they work are far more engaged
with their company.
Levels of engagement and workplace effectiveness are low
by global standards; 1 in 5 are not engaged at all and 1 in 7 say that their workspace does not allow
them to work effectively.
In Japan, happiness and creativity are viewed as equally important in
shaping employees’ experiences and contributing to their
fulfillment at work.
Japanese employees want more than simply a functional workspace; they want one that
supports their physical and emotional wellbeing too.
While management style, especially if built on trust, may
influence engagement at work, it is not the main factor in Japan.
Open-plan settings dominate Japanese offices; 60% of people
now work in an open-plan setting and 1 in 10 hot-desk.
Human experience is driven through employee engagement,
empowerment & fulfilment and is a key differentiator for an organization.
Engagement• Introduce a range of new spaces, to complement open-plan workspace,
to drive engagement.
• Use workspace to foster creativity and entrepreneurial spirit, and to attract and retain employees.
• Consider reducing workplace density to improve employee effectiveness.
must come first
Empowerment• Encourage the development of corporate culture, and management styles
which build trust in the workplace, to empower and engage employees.
• Allow people to work in a different places, both in and out of the office, to improve performance and quality of life.
• Provide intentionally designed spaces within the office for concentration, regeneration and movement.
will drive change
Fulfillment is the new happiness• Inject happiness and creativity into workplace culture and design.
• Consider new spaces and initiatives that support employee’s health and wellbeing.
• Formalize experience in the organizational structure by, for example, creating new roles dedicated to enhancing employee wellbeing and experience.
Recommendations for CRE in Japan
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References & Appendices
52
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References1. Oxford Dictionary
http://www.oxforddictionaries.com/definition/english/experience
2. Toward a Working Philosophy of Adult Education, Jerold Apps, Publications in Continuing Education https://archive.org/stream/ERIC_ED078229/ERIC_ED078229_djvu.txt
3. Experience – What is it?, Shmuel Erlich, International Journal of Psychoanalysis http://psychology.huji.ac.il/.upload/articles/erlich1.pdf
4. Interface as a Medium: Creating Effective Visual Services through a User- Experiences Perspective, Tingyi Lin, Proceedings of the Third International Conference on Design, User Experience, and Usability. User Experience Design for Diverse Interaction Platforms and Environments
5. Achievment Motivation: Conception of Ability, Subjective Experience, Task Choice, and Performance, John Nicholls, Psychological Review http://gribouts.free.fr/psycho/menace%20du%20st%E9r%E9o/nicholls%20-%20 malleable.pdf
6. Two Conceptions of Subjective Experience, Justin Sytsma and Edouard Machery, Philosophical Studies http://philsci-archive.pitt.edu/4888/1/Two_ Conceptions_of_Subjective_Experience.pdf
7. Motivation and Academic Achievement: The Effects of Personality Traits and the Quality of Experience, Mihaly Csikszentmihalyi and Maria Wong, Applications of Flow in Human Development and Education http://link. springer.com/chapter/10.1007%2F978-94-017-9094-9_22
8. Experience Economy—How to Survive the 21th Century, ExBased Project, Lifelong Learning Program (European Commission) http://www.exbased.eu/media/520/Experience%20Economy_ExBased.pdf
9. The New Everyday: Views on Ambient Intelligence, Emile Aart and Stefano Marzanom, 010 Publishers http://www.amazon.com/The-New-Everyday- Ambient-Intelligence/dp/9064505020
10. What Makes a Great Customer Experience?, Fred Lemke, Hugh Wilson, and Moira Clark, Cranfield Customer Management Forum http://www.som.cranfield.ac.uk/som/dinamic-content/media/Yvonne/What%20makes%20a%20great%20customer%20experience%20with%20front%20.pdf
11. Marketing in the Total Experience Economy, Alex Frias, Forbes http://www.forbes.com/sites/theyec/2014/10/30/marketing-in-the-total-experience-economy/#7adc09202b55
12. The Connected Employee Experience, Technology Institute, PwC https://www.pwc.com/us/en/technology/publications/assets/pwc-technology- connected-employee-experience.pdf
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Contacts
Susan Sutherland Head of Research Asia Pacific, JLL Corporate Solutions
+65 9771 [email protected]
Dr. Marie Puybaraud Global Head of Research, JLL Corporate Solutions
+331 153 816 [email protected]
Yuji Mizoue Associate Director, Project & Development Services, JLL Japan
Toshiro Sato Executive Officer, Head of Japan Corporate Development, JLL Japan
Jordi Martin APAC CEO, JLL Corporate Solutions
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