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The design of the workplace impacts performance,employee engagement, and innovation. Our recentWorkplace Survey sheds light on the relationship
between design and business performance, uncoveringopportunities to supercharge any work environment.
Genslers 2013 U.S. Workplace Surveyepresents responses from 2,035 randomlyampled knowledge workers nationwide.
The study examines the design factors thatreate an effective workplace; how designan better support knowledge workerngagement, satisfaction, and performance;
nd the influence of the workplace onorganizational culture.Currently, onlyone in four U.S. workers are in optimalworkplace environments. The rest are
truggling to work effectively, resultingn lost productivity, innovation, and
worker engagement. Our research directlyompares todays workplace with the
workplace of 2008 and shows that workplaceffectiveness has fallen in aggregate. The013 survey identifies design strategies for
ow organizations can jump the trend and usebetter workplace design to drive innovationn the context of 2013 working realities.
DESIGNMATTERS!
CONTENTS
HISTORY OF GENSLER 2
WORKPLACERESEARCH
WHATS CHANGED IN 4THEWORLD, 20082013
WORKPLACE IN THE 5CONTEXT OF THE CITY
KEY FINDINGS 61 U.S. Workers Are Struggling 8
to Work Effectively2 Effective Workplaces Balance 10
Focus and Collaboration3 Choice Drives Performance 12
and Innovation
THE OPPORTUNITY 14
THE WORKPLACE 18PERFORMANCEINDEX
IMPLICATIONS FOR THE 19BUILTENVIRONMENT
METHODOLOGY 20
ENDNOTES 22
2013 U.S. Workplace Survey is produced by
Gensler 2013 and should not be reproducedin part or in whole without permission.
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Saban Brands, Los Angeles, CAcover: Gensler Los Angeles, Los Angeles, CA
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GENSLERSWORKPLACE
RESEARCH
2006U.S. Workplace Survey2005U.K. Workplace Survey
HISTORY OF GENSLERWORKPLACERESEARCH
Employees see a clear linkbetween the physical workenvironment and personalproductivity. They also reportthe work environment as veryimportant to job satisfaction.
The link is confirmed betweenthe physical work environmentand productivity in the mindsof workers. Management-levelrespondents note workplacehas a positive effect on thebottom line and company
competitiveness.
KEY FINDINGS: KEY FINDINGS:
Genslers 2013 survey is the latest iteration of ongoing research
n the workplace, which began in 2005 withGenslers first
workplace survey. A subsequent survey in 2006 established the
onnections between workplace design, employee productivity,
nd business competitiveness. In 2008, our research established
framework for understanding knowledge work through the
ensofthe four work modes, focus, collaborate, learn, and
ocialize. We discovered that the effectiveness and support
f allfour work modes connect to employee engagement and
ompany performance.
Genslers 2013 U.S. Workplace Survey continues this thread
by taking the pulse of the American workplace as it relates to
employee effectiveness, business performance, and opportunities
to create a culture of innovation. Parallel questions allow for
direct comparison with data collected through Genslers 2008
survey. This puts our findings in the context of fundamental work
and life shifts over that time period and points to solutions to
realign todays workplace with todays world.
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2013U.S. Workplace Survey2012What weve learned aboutfocus in the workplace.
2008U.S. + U.K.Workplace Surveys
Four work modesfocus,collaborate, learn, and socializeemerge as the framework throughwhich to understand time at theoffice. Employees at top-performingcompanies value work modes morehighly and have spaces that more
eff
ectively support each one.
Analysis of Genslers WorkplacePerformance Index (WPI) databaseuncovers that the effectivenessof space for focus is a key driverof the effectiveness of other workmodes and workplace performanceas a whole.
Focus, balance, and choicein the workplace emerge askey drivers of satisfaction,performance, and innovation
KEY FINDINGS: KEY FINDINGS: KEY FINDINGS:
22squared, Atlanta, GA
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orces from technology to globalization to a new generation
f workers are leading fundamental changes to where, how,
nd when todays knowledge workers perform their jobs. The
onfluence of these forces is resulting in new performance
riversfor todays workplace and a series of new and exciting
uestions about what the workplace isand more importantly
what it should be.
Our last national survey was released in 2008, in the midst of
he worst economic downturn since the Great Depression with
U.S. unemployment rate of 5.8%. We stood at the cusp of a
echnological revolution of communication and information-
haring. Twitter was just over two years old and Facebook had
fewer than 100 million users. The iPhone hadnt celebrated
its first birthday and many Millennials who today are entering
offices across the U.S. were celebrating their Sweet Sixteens.
It goes without saying, the world in 2013 is a different place.
The proliferation of new social and mobile technologies has
revolutionized how we create, share and communicate. Todays
world is connected like never before, but new connections mean
new distractions and for many a compromised ability to focus.
Many of todays workers also continue to struggle economically
and are working longer hours or multiple jobs to make ends meet.
These effects show in our sample - the ability of U.S. workers to
effectively perform their job has declined since our last survey.
Percent of American Adults (18+) Who Own: U.S. Unemployment Rate
WHATS CHANGED INTHEWORLD, 20082013
2008 2009 2010 2011 20122008
2009 2010 2011 2012 2013
5.8%
9.5%
9.0%
39%
65%
55%
3%
62%
47%
64%
56%
8%
57%61%
18%
34%
58%
8.2%
SOURCE: BUREAU OF LABOR STATISTICS,
LABOR FORCE STATISTICS FROM CURRENTPOPULATION SURVEY, AGES 16+2
SOURCE: PEW INTERNET SURVEYS 200620131
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Globalization and urbanization continue to shift the business
landscape. Currently, four-fifths of Americans live in cities
and over 50% of the worlds population, and that number is
projected to grow significantly. Urban areas are increasingly
understood as drivers of economic growth, culture, and
innovation, resulting in new demands and constraints on space.
Workplace performance exists not only in conjunction with
business success but with the character, form, and success of
our cities. Increasingly, the workplace is not the sole location
for work, but is a vital connection among myriad locations in
which work happens. Todays knowledge work happens not just
at the scale of people and offices, but at the scale of buildings,
cities, and ultimately the globe. It is in this context that we
continue to explore questions of focus, balance, and choice in
todays, and tomorrows, high-performance work environments.
Percent of PopulationLiving in Urban Location
WORKPLACE IN THECONTEXT OF THE CITY
2005 2010 2015 2020 2025 2030 2035 2040
..
22045
80.7%
49.1%
88
67
SOURCE: POPULATION DIVISION OF THEDEPARTMENT OF ECONOMIC AND SOCIAL
AFFAIRS OF THE UNITED NATIONS SECRETARIAT3
Shanghai Tower, Shanghai, China
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EFFECTIVE WORKPLACESBALANCE FOCUS ANDCOLLABORATIONWORKPLACES DESIGNED TO ENABLE COLLABORATION WITHOUTSACRIFICINGEMPLOYEES ABILITY TO FOCUS ARE MORE SUCCESSFUL.
CHOICE DRIVES
PERFORMANCEANDINNOVATIONEMPLOYERS WHO PROVIDE A SPECTRUM OF CHOICES FOR WHEN
AND WHERE TO WORK ARE SEEN AS MORE INNOVATIVE AND HAVE
HIGHERPERFORMING EMPLOYEES.
U.S. WORKERS ARESTRUGGLING TOWORKEFFECTIVELYWHEN FOCUS IS COMPROMISED IN PURSUIT OF
COLLABORATION, NEITHER WORKS WELL.
1
2
3
KEY FINDINGS2013 U.S. WORKPLACE SURVEY
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Our research pointsto a number of designsolutions and strategicactions that can improveemployee experience,enhance performance,and drive innovation
and success.
THE OPPORTUNITY
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TEP 1
PROVIDE
EFFECTIVEFOCUSSPACE
STEP 2
COLLABORATE
WITHOUTSACRIFICINGFOCUS
DRIVERS OF BALANCEProximity +Availability of Alternative Spaces
&
-
DRIVERS OF FOCUSFunctionality +Quality of Primary Space
&
Autodesk, San Francisco, CAConfidential Consulting Firm
Fallon Worldwide, Minneapolis, MN Confidential Consulting Firm
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STEP 3
DRIVE
INNOVATIONTHROUGHCHOICE
DRIVERS OF CHOICEEnablers of Anywhere Working
Enabling employees to perform their jobs effectively
begins with supporting the individual, focused work
that represents the core of their days and a critical
aspect of employee and team performance. But it
doesnt end there. Layering in alternative spaces and
opportunities that support all work modes, from
collaboration to learning and socializing, enables the
connections that drive success in todays knowledge
economy. Across industries, we found that balanced
workplacesthose prioritizing both focus and
collaborationscore higher on measures of satisfactio
innovation, effectiveness, and performance.
Choice and autonomy also proved important to
todays worker. Respondents with choice in when
and where they work are higher performing, more
satisfied, and see their companies as more innovative.
Creating a balanced workplace presents opportunities
to enable workplace choice through access to tools
and technology that support anywhere working
both in and out of the office. Companies must then
pair the right tools and spaces with organizational
policies that empower workers to best match space,
tools, and tasks to achieve optimal productivity.
We see this framework of balance and choice as
a building block on which companies can design
solutions that represent their own work processes,
cultures, and needs. One thing our research makes
clear: In todays world, gathering and leveraging
diagnostic and contextual data on what drives
performance at the employee and organizational
level is no longer a luxury. Identifying and proactively
supporting the balance and choice that drive success
is an opportunity to gain competitive advantage
at a time when its more necessary than ever.
About.com, New York, NY
Kilroy Realty Corporation, San Francisco, CA
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Genslers Workplace Performance Index (WPI) is a proprietary,
web-enabled survey tool designed to measure the performance of
n individual workplace or client portfolio. The tool is used for both
re- and post-occupancy analysis to allow for comparisons and to
ocument improvements in workplace effectiveness. In the pre-
hase, employee input on workplace performance factors is gathered
t the beginning of a project in order to inform design decisions.
n the post-phase, following project completion, employee input is
athered to measure the success of the design solution. By using a
ore set of parallel questions, individual projects can then be directly
ompared to the results of national surveys to put project work into
context of broader knowledge and trends in workplace design.
WPI surveys are conducted as a part of direct client engagements.
he results of WPI surveys are collected in a separate databasefrom
Workplace Survey responsesthe WPI database now has over
00,000 survey responses from employees of Gensler clients.The WPI Report
After conducting a WPI, we
provide a detailed report o
findings based on a specific
workplace. These results are also
benchmarked against findings
from our national workplace
surveys to measure performancein relation to a national average
or industry segment
THE WORKPLACE PERFORMANCE INDEXA DIAGNOSTIC TOOL TO IDENTIFYWORKPLACE OPPORTUNITIES
he Growth of Genslers
WPI Respondent Database
8/200707/2013
20132007 2008 2009 2010 2011 2012
202
3,169
19,447
31,450
62,780
87,160
111,089
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RESEARCH IN CONTEXTIMPLICATIONS FOR THEBUILT ENVIRONMENT
The workplace continues to be the place that companies, and
employees, see as the primary location in which to support both
individual and collaborative work. Our research supports this
preference and shows that providing an optimal work environment is
an opportunity to improve business performance, engage employees,
and drive innovation and the productive spread of ideas. To effectively
drive performance, these environments must continue to evolve
along with changing work, life, and economic drivers to stay relevant
and tailored to the needs of todays knowledge worker. Many of
todays workplaces havent kept pace, and those that have perform
significantly better.
Importantly, the buildings and cities todays that workers increasingly
call home must also evolve to stay relevant and offer the right mix
of spaces, amenities, and support systems to keep pace with new
workplace strategies and needs. For new buildings, this may mean
expanding or evolving suite of amenities and performance strateg
to meet the expectations and requirements of tomorrows tenant
Existing buildings may pose even more interesting opportunities,
shifting demographics and aging building stock open opportunitie
actively evolve yesterdays buildings to stay relevant and offer hea
flexible, and high-performance workplace environments. The evol
or hacking of buildings to make this possible is a topic of continu
exploration at Gensler, and will become ever more important as
the country, and world, continue to migrate to cities, putting stres
on aging infrastructure and increasing demand on urban space.
Case Study: Gensler Los Angeles
Genslers Los Angeles office is an ideal case study
for the active evolution of the built environment.
The firm selected a building designed in 1971
for a bank branch at City National Plaza that
had sat vacant for nine years. The goal was to
test new ideas and approaches to workplace
strategy and design. Numerous sustainable and
design strategies, from a new naturally ventilated
and day-lit atrium to a suspended mezzanine
floor that added much needed square footage,
successfully turned an outdated structure into a
dynamic, high-performance work environment. The
result is not only great design but also improved
performance as measured by Genslers WPI. Gensler Los Angeles, Los Angeles, CA
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OFFICE TIMEercentage of time spent in officeuring an average work week.
EDUCATION
his survey represents data collected via an online survey
onducted among a random sample of 2,035 respondents
epresenting a broad cross section of demographics, including
ducation, age, gender, and location. Respondents include
nowledge workers who work in an office some or all of the
me within 10 industry segments. Gensler retained The Futures
Company to conduct the survey; Precision Consulting conducted
tatistical analysis. Survey questions include those from Genslers
WPI alongside additional questions that ask respondents torank
heir workspaces and companies across a variety of factors
ncluding innovation, motivation, choice, and technology, as
well as individual patterns of behavior and preferences.
5074%14%
7599%36%
049%15%
100%35%
CollegeDegree
43%
SomeCollege
16%
GraduateDegree
37%
High Schoolor Less
4%
METHODOLOGY
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GENDER AGE
Survey data represents 2,035
respondentswith statisticallysignificant samples from 10industry sectors.
Banking/Financial/Insurance
Consumer Products/Retail/Manufacturing
Media/Entertainment/Creative Services
Consulting/Accounting/Business Services
Bio-tech/Pharmaceuticals
Not-for-Profit/Associations
Energy
Technology/Internet/Telecommunicat
Government
Legal
Female51.5%
Male48.5%
455427%
354424%
183426%
55+23%
6%
10.5% 10.5% 10.5% 10.5%10.4% 10.4% 10.4% 10.4% 10.4%
Gensler 2013 U.S. Workplace Survey / Key Findings
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. Pew Internet Surveys 20062013, Pew Internet & American LifeProject, http://www.pewinternet.org/Static-Pages/Trend-Data-%28Adults%29/Device-Ownership.aspx (May 2013).
. Bureau of Labor Statistics, Labor Force Statistics from CurrentPopulation Survey, Ages 16+, http://data.bls.gov/timeseries/LNS14000000 (Accessed June 27, 2013).
. Population Division of the Department of Economic and SocialAffairs of the United Nations Secretariat, World PopulationProspects: The 2011 Revision, http://esa.un.org/unpd/wup/CD-ROM/Urban-Rural-Population.htm (Accessed June 27, 2013).
4. CoreNet Global, Global Benchmark Survey, http://www.prnewswire.com/news-releases/office-space-per-worker-will-drop-to-100-square-feet-or-below-for-many-companies-within-five-years-according-to-new-research-from-corenet-global-140702483.html (February 2012).
5. Alex Sandy Pentland, The New Science of Building GreatTeams, (Harvard Business Review, April 2012).
6.Dan Pink, Drive: The Surprising Truth About What Motivates Us,(New York, NY: Riverhead Books, 2009), p. 89.
ENDNOTES
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PHOTOGRAPHY
ABOUT GENSLER LOCATIONS
As the leading design firm for business, Gensler has a
unique perspective on the ways that people really work.
Through projects with thousands of companies and our
national workplace surveys, we have seen firsthand the
revolution of knowledge work, and how individuals and
teams create organizational value and drive performance.
Assassi Productions: page 19
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(bottom left), back cover
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Pierce Fisher/Gensler:
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