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A China perspective
Table of contents
1. Introduction .......................................................................................................................... 5
7. References ........................................................................................................................... 52
2
Workplace
Powered by Human Experience
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.
3
Workplace
Powered by Human Experience
Dr Marie Puybaraud
Global Head of Research, JLL Corporate Solutions
4
Introduction
5
Powered by
Human Experience
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.
6
Our global research project
JLL carried out a unique global research project
to decode the workplace experience, understand
Our findings
its specific impact on business performance and Through this research project, we set out to demonstrate how transformational experiences could:
work out how experiences can be shaped by real
Impact employee engagement, empowerment and fulfillment in the workplace
estate to achieve strategic performance objectives.
Cement the link to professional happiness and satisfaction
7,364
Impact productivity and quality of life
Through this survey, we have identified key workplace features that directly affect
experience, including:
Employees
New types of spaces
40
Alternative work philosophies
Different managerial approaches
These features can positively impact the impression an organization leaves on its employees
Corporate Clients
and visitors and provide a better quality of life for employees and improve the efficiency
of collaborators. Regardless of whether these experiences involve enhanced technology,
12
innovative products, or collaboration with people, these experiences must make a
good impression and could deliver engaging, empowering and fulfilling experiences.
Countries
Human Experience Model
3
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
Regions employees, customers, colleagues, visitors, stakeholders and your brand.
7
Our global research project
Methodology
Desk Research Output Product
to gather all relevant academic
content on user experience Human
Expernce
Model
Identify relevant publications
ent
JL
L
Define experience Global Report
20
17
Hu
ma
m
Identify what creates an experience
mp
nE
xpe
in a workplace setting
owe
rien
12 Country Reports
Enga
ce M
odel
rment
Survey
to decode user experience
Guide HX
7,364 employees
Human Experience Model
12 countries O utco m
8
The Human Experience Model (HX Model) was co-created with more
than 40 corporate occupiers, workplace specialists and practitioners.
ANZ, Argo Group, Ballast Nedam, Barclays, BASF, BlaBlaCar, BlackRock, Bol.com, BP, BT, Chubb, Cisco Systems, Coca-Cola Enterprise, Credit Suisse Group, CVS Caremark, Dassault Systmes, DBS Bank, Deutsche Bank
Electronic Arts, Eneco, Facebook, Freeborn & Peters LLP, FREIWASSER Marketing, Genentech, Generali, GlaxoSmithKline, Google, Intel, Johnson & Johnson, Juniper Networks, La Fourchette, Lavazza, LinkedIn, Lufthansa
McKinsey & Co., N.E. Finch Co., P&G, Place Value, PVH, Reed Elsevier Group, Samsung, SGI, Symantec, Uber, UBS Group, Unicredit, Verizon, VMware, Whirlpool, Workcollectiv, WPP
9
Executive Summary
10
How employees in China
work today:
Engagement:
Can innovative environments close the
Most office employees (81%) in mainland
China work in enclosed spaces (whether private performance gap?
or shared). Chinese employees are generally more engaged at work than their globalpeers.
Silos appear to be present, particularly among Nearly all (97%) Chinese respondents say they feel engaged in the workplace,
managers, as enclosed private offices separate compared to 88% globally. However there is opportunity to increase
from the rest of the workforce are occupied engagement levels further from the present norm of somewhat engaged
solely by managerial staff. towards very engaged employees.
This may explain why two-thirds of Chinese
employees would like to see less hierarchical Our research found that offering innovative spaces, and reducing hierarchical
structures at work and prefer workplaces that workplace layouts, may be linked to improving engagement. There is also room
encourage more direct contact and mixing with for growth in terms of workplace effectiveness; less than half (49%) of mainland
senior staff. China employees feel that their workplace enables them to work with complete
effectiveness.
Beyond that, we found that Chinese employees
want work settings that help them focus and
unwind, as well as innovate.
11
Empowerment:
Alternatives to traditional ways of
working are valued
Corporate democracy, trust, taking initiatives and kindness are the top
drivers of workplace empowerment in China. Employees also value
being empowered to switch between different modes of work be
it concentration, regeneration or movement. Having opportunities to
work from alternative locations from time to time fosters a sense of
empowerment as well.
Fulfillment:
The importance of happiness and
health at work
Happiness is ranked as the top criteria for a fulfilling experience at work in
China, as well as worldwide. Other key ingredients for a unique workplace
experience are creativity, recognition and personal development which
were cited by at least 4 in 10 Chinese respondents. More than 90% of
Chinese employees also feel that it is a good idea to have a corporate
officer dedicated to dedicated to enhancing employee well-being and
happiness in their organizations.
12
Decoding
Human Experience
13
Human 7 Human Experience Mo
Expernce
Our definition
201 del
JLL
Model
of Human Experience
t Em
Human Experience is an impression an organization n
e ent p
leaves on its people, beyond the physical Se
em
ow
environment, which results in greater engagement,
tm
ns
mi
eo
professional empowerment and a sense
Engag
erm
m
f co
HX
f co
of fulfillment.
ntro
Sense o
l
Understanding Human Experience for real estate
ent
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.
14
Human
Expernce
Financ
ation
MEANS
ial We
Model
Digitiz
JL
llness
L
Ta
ilo
ng
red
i
arn
20
So
Le
17
lu t
ion
Hu
OUTCOMES
s
Contr
ma
Intimacy
Fluidity
Per
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nce
n
Introducing
sio
son
nE
Per
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fide
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Hu s
for
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ace
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ma
xpe
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Con
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Sp
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en
Lea
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de
Exc
t
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Be
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rs ova
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lo
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Inn
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(Lu
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es
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Perso
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it
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Engag
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erm
Community t
HX
This research has helped us to develop a unique tool Choice
con
Building Tribal Beha y
Autonom
Sense of
viour
trol
ent
to help organizations define, measure and implement Productivity Social Connections
lt
er ab
En
Fa
Us an
irn
tre
lity
Attr
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pr
The HX model is rooted in in-depth data and analysis, Su
st
s
ss
ua
en
acti
Kin
lne
irit
eu
ear
dn
Sp
on &
Satisfa
rsh
dfu
ling
which can be tailored to an organizations specific
ving F
ess
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Resilience
ip
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& Se omfo
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Recognition
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Rewards &
ate
Use
y
15
Survey & Results
Disclaimer: Due to rounding, numbers presented throughout this document may not add up precisely to the totals provided.
16
Global respondents
China
Europe* 253 interviews
3,532 interviews Japan
508 interviews
United States
1,501 interviews
Hong Kong
India 257 interviews
507 interviews
7,364 12
Respondents Countries
*Europe breakdown
UK 505 interviews
NL 508 interviews
GER 506 interviews
FRA 1,003 interviews
ITA 507 interviews
ESP 503 interviews
17
Target Profiles
China respondents
Sample of
TARGET
SURVEYED 253
employees Company size Company nationality (%)
23%
working in an office and in a company of 100 employees or more
100-250 74
Core business employees 26
22
Heavy industry or construction 27%
Consumer products
High-tech, technology or telecoms 19%
21
%
% 251500
employees
Pharmaceuticals and Health 11%
Teaching 6
%
24%
Banking and insurance services 3%
Energy 3% 5011000
Public sector 3% employees
Web and the digital economy 2%
31
Media and communication
%
1%
Advisory or business services 1% In a company headquartered in China
Over 1000
Other 3% In the subsidiary of a foreign company
employees
18
Gender (%) Age Management responsibilities (%)
54%
7
36
93
43%
64
2%
1% Manager
19
Seniority in the company Department
53%
Management and general administration 39%
IT 23%
Human Resources 11%
Sales and Client Service 10%
Research and Development 5%
22%
Purchasing 4%
15%
Accounting, Finance and Legal 4%
10%
Marketing and Communications 2%
0% Manufacturing 1%
Less than a 1 to 3 years 4 to 6 years 7 to 9 years 10 years or
year more Logistics 1%
20
How Employees in China Work Today
21
Enclosed offices are the most
commonworkspace
Type of workspace occupied (%)
40
A workstation in an
open-plan office
19
5
No allocated
personal desk
0
0 10 20 30 40 50
Global China
22
Chinese offices are less densely
occupied than the global average
Average number Average number
of people in open of people in open space
space in China Global average
32 people 45 people
45 48 68 52 39 37 32
Global UK Japan India Hong Kong Australia China
23
Chinese firms offer a variety of
innovative workspaces
Offices in China offer a myriad of innovative spaces the proportion of Chinese respondents with access to all space types is consistently higher than
the global average.
Community spaces and collaborative work environments are the most frequently available types of spaces, found in 7 in 10 Chinese companies.
Notably, external co-working spaces and facilities dedicated to health and well-being are much more widely available in China than they are globally.
Is this type of space offered by your company? (% responding yes, top five responses for China)
1. Community spaces 2. Spaces dedicated to 3. Creative spaces 4. External co-working 5. Spaces dedicated to
collaborative working spaces health and well-being
6 7
9
9
7
10
Global China
12 Chinese employees are slightly more
60
agile within the office as compared to the
66 globalaverage.
14
On average, Chinese office workers spend
60% of their working time at their desks,
compared to 66% globally.
At your desk/workstation
This means that the average Chinese worker
In meeting rooms
typically spend an additional half-hour every
In a meeting room or private working space for individual work day across a variety of settings away from
In offices/workspaces of colleagues their desks (e.g., meeting rooms, colleagues
In informal workplaces (cafeteria, terrace, garden) workspaces, cafes) as compared to their
global peers.
25
Employees do not frequently work
outside of the office
Do you also work in the following spaces at least 5 days per month?
(% responding yes)
At other premises 17
belonging to your company
27
11
On public transport or in a hotel
17
At client/partner sites 15
Less than one-third of respondents in China
of your company work from locations outside of the office
16
regularly.
In third spaces 10 Even when employees do work remotely,
(e.g., co-working spaces,
they typically work on premises belonging
internet caf) 14
tothe company or at client or partner sites.
Global China
26
Three Priorities
to Drive
Human Experience
27
Three priorities to drive experience
Engagement
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.
28 28
Chinese employees are quite engaged at work
Chinese employees are generally more engaged than their global peers the overwhelming majority (97%) say they are engaged at work.
By contrast, one in 10 employees worldwide do not feel engaged at all in the workplace (11%).
It is noteworthy that the majority of Chinese employees belong to the somewhat engaged segment (61%) as opposed to very engaged (36%).
This highlights the opportunity to scale new levels of engagement in the workplace.
1 2 1
11
40
36
Global China
48 61
Cant say
Not engaged
29
Chinese workers want to share
knowledge and excel
Proportion who completely agree with the following statements (%)
30
There is a large opportunity to
improve workspace effectiveness
Does the workspace provided by your company allow you to work effectively? (%)
Global 52 41 7
India 74 25 1
31
Innovative workspaces are linked to higher
engagement in China
How engaged do you feel at work? (%)
1 0.5 0.5
2
37
China respondents
All China with access to 49
Our global research shows that the presence of innovative workspaces acts as a very strong lever for employee engagement.
We found similar results in China where the proportion of very engaged employees is higher if they have access to innovative spaces (49%) than the baseline average (37%).
32
Different workspaces work best for retaining
talent versus attracting talent
When employees have access to alternative work When employees who do not have access to
environments, the top three with the biggest perceived alternative spaces were asked what they thought
impact on engagement were found to be: (scored out of 5) would have the biggest potential impact on
engagement, they said: (scored out of 5)
33
Managerial silo effect prevalent in China
Despite the majority of Chinese employees viewing horizontality as a driver of engagement
What type of office do you work in? If your employer promoted the working philosophy of
(% by level of management responsibility) horizontality (i.e., less management hierarchy), would it
have an impact on your engagement at work? (%)
70 70
60 60
60 31
50 50 23
40 44 40
40
38
30 30
33
20 20 29
18
10 10
0 0 0
0 0
An enclosed An enclosed A workstation You dont Global China
single office shared office in an open-plan have an
office allocated
Very positive impact Positive Impact
personal desk
Managers Non-managers
A silo effect is prominent in China, in which enclosed single This may be a concern as 64% of Chinese employees stated that
offices are occupied solely by managers. working in a horizontal structure, rather than a hierarchical one,
has a positive effect on their engagement at work.
34
There is enthusiasm for change in workplace
models in China
Willingness to change workspaces in exchange for innovative facilities
(Rated on a scale of 0=certainly not prepared to change to 5=ready to change;
% responding 4-5)
80
70 76
60
60
50
40
42
39
30
The vast majority of Chinese employees currently
20
work in enclosed offices, yet they have a greater
10 appetite for change than most nations surveyed.
0 Three-quarters (76%) of Chinese respondents
From an enclosed space From an allocated workstation are willing to move to an open-plan layout in
to an open-plan space to a hot-desk environment exchange for better workplace amenities.
Six in ten respondents are willing to relinquish
Global China
their personal workspace completely and switch
to a hot-desking arrangement.
35
Three priorities to drive experience
Empowerment
Giving 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.
36
Empowering employees with
corporate democracy
Potential impact of selected managerial approaches on employee engagement
(Rated on scale of 0=no impact to 5=very positive impact; % scoring 4-5)
2
Trust Feeling trusted by the
management team
73%
3
Kindness Being able to rely on a kind
management team 73%
4
Taking Initiatives Being encouraged to take initiatives
without fear of being judged
73%
37
Management styles are vital to empowering
Chinese employees
Perceived impact of different managerial styles on employee engagement
(% reporting a positive or very positive impact)
56
Corporate Democracy
74
69
Trust
73
62
Kindness
73 Chinese workers generally perceive
management styles to have a greater
63 impact on employee engagement than
Taking Initiatives
73 their global peers.
63
Getting staff involved in decision-making
Autonomy (i.e., corporate democracy) is significantly
68
more likely to engage employees in China
52
than it is elsewhere; it is also the top
Boldness managerial approach driving engagement.
66
The other managerial approaches most likely
52 to deliver greater engagement at work in
Horizontality
65 China are similar to those found globally
and relate to trust, kindness and enabling
0 20 40 60 80 100 employees to take initiatives.
Global China
38
Offices should help people focus, unwind
and innovate
My workplace should offer spaces for... (% reporting that the space is a priority)
Global 40
Concentration
China 60
Getting you to move
Global 38
Employees value being empowered
around
39
While employees value spaces that promote
movement, they are mostly desk-bound
When you are in your company offices, what percentage of your
time do you spend in the following places? (%)
20
10 14
12
10 9 9
7 6 7
0
At your desk/ In meeting rooms In a meeting room or In offices/workspaces In informal workplaces
workstation private working space of colleagues (cafeteria, terrace,
for individual work garden)
Global China
40
Remote working may also boost empowerment
37
Our research reveals that the most
Average across the engaged employees are also the ones
total sample 61
that are empowered to work from
2 alternative locations regularly.
This effect is pronounced for employees
41
who frequently work from third spaces
Yes, from home 54 a much higher proportion (61%) of
6 this group feel very engaged relative to
the average across all Chinese
57 respondents (37%).
Yes, in other premises
of my company 42
1
61
Yes, in third spaces
(e.g., co-working spaces, 36
internet cafes)
2
0 10 20 30 40 50 60 70
41
Three priorities to drive experience
Fulfillment
Making 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.
42
1
Happiness at work
creates a sense of Happiness 51
58%
fulfillment
2
Creativity
We asked respondents in China:
What creates a unique experience at work?
47%
3
Recognition 45%
4
Personal learning
and development 51
42 %
5
Groups and community 38%
51
43
Happiness plays a vital role in shaping experiences at work
Happiness is consistently ranked by employees as Criteria that would give the feeling of having a unique
the top ingredient for a unique experience at work
experience of work (% selecting as a top five criteria)
we found this to be the case not only at the global
level (69%) but also in China (58%).
Happiness 69
Creativity, recognition and personal development 58
are key ingredients as well on average, at least Creativity 53
47
4 in 10 Chinese respondents rate these as a top 60
Recognition
workplace experience criteria. 45
Personal learning and 54
The presence of emotion and a sense of wonder are development 42
notably more important among Chinese employees Groups and community 31
38
than across the rest of the countries surveyed.
Inspiration 43
36
Emotion 22
35
Personalisation 34
32
Switching off 25
and meditation 32
Wonder 16
28
Boldness 21
27
Digital experience 24
26
Technological innovation 25
25
Games 12
19
10 30 50 70
Global China
44
Working for large corporations holds the
most appeal for Chinese employees
If you were moving to a new company tomorrow, what kind of
structure would you like to work in? (%)
7 4
4
1
9
8
40
Global 14
China The overwhelming majority of Chinese
respondents expressed a preference for
corporate environments, as opposed to
14
working in entrepreneurial environments
83% of employees aspire towards a career in
a large corporation, far higher than the global
69
average of 61%.
21
Autonomous modes of employment, such as
self-employment (1%) and intrapreneurship
Be an employee in a large corporation (4%), are not as appealing to Chinese
Be an employee in a large corporation
employees. This is significantly lower than the
but work in a start-up environment global average (9%) for either.
Be an employee in a SME We found similar results in Japan, another
Become self-employed or an
Asian country influenced by Confucianism,
independent worker and its emphasis on structure and hierarchy.
Be an intrapreneur
Work in a start-up
45
Millennials prefer corporate environments
80
76
60
50
40
46
Employees are keen on creating a new role
to drive experience at work
Interest in the creation of a new role for enhancing employee
well-being and workplace experience (%)
3 1 1
9
33
Global 50 China 49
47
Conclusion
& Key Takeaways
48
Key Findings
49
Key Findings
Human experience as a key differentiator to drive engagement, empowerment and fulfillment
At an average of 32 people
81% of Chinese employees work sharing an open space, Workplace engagement is Traditional corporations are
in enclosed offices (whether workplace density is generally relatively high, with 97% of the most attractive to Chinese
private or shared). lower in China as compared to respondents saying they are workers, and especially so for
the rest of the world. engaged at work. younger respondents.
Two-thirds of Chinese
High appetite for change is workers would like to see less Less than one-third of
present, with three-quarters On average, Chinese office
hierarchical structures at work, respondents in China work
of respondents stating that workers spend 60% of working
with workplaces that encourage from locations outside of the
they are ready to trade hours at their desks.
more direct contact and mixing officeregularly.
workspacelayouts. with senior staff.
50
Engagement must come first
Offer activity-based working for a less hierarchical environment, as
well as productivity-driven spaces.
Review the current provision and utilization of innovative spaces in
your office alongside staff expectations.
Foster a sense of belonging via social-centric workplace design and
group-based activities.
Assess the level of enthusiasm for change in your organization,
canvass employee opinion and design change management
initiatives to garner support.
51
References
1. Oxford Dictionary 8. Experience EconomyHow to survive in the 21st century,
http://www.oxforddictionaries.com/definition/english/experience ExBased Project, Lifelong Learning Program (European Commission)
http://www.exbased.eu/media/520/Experience%20Economy_ExBased.pdf
2. Toward a Working Philosophy of Adult Education,
Jerold Apps, Publications in Continuing Education 9. The New Everyday: Views on Ambient Intelligence, Emile Aart and
https://archive.org/stream/ERIC_ED078229/ERIC_ED078229_djvu.txt Stefano Marzanom, 010 Publishers
http://www.amazon.com/The-New-Everyday- Ambient-Intelligence/
3. Experience What is it?, Shmuel Erlich, International Journal of Psychoanalysis dp/9064505020
http://psychology.huji.ac.il/.upload/articles/erlich1.pdf
10. What Makes a Great Customer Experience?, Fred Lemke, Hugh Wilson,
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through a User-Experiences Perspective, Tingyi Lin, http://www.som.cranfield.ac.uk/som/dinamic-content/media/Yvonne/What%20
Proceedings of the Third International Conference on Design, User Experience, makes%20a%20great%20customer%20experience%20with%20front%20.pdf
and Usability. User Experience Design for Diverse Interaction Platforms and
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http://www.forbes.com/sites/theyec/2014/10/30/marketing-in-the-total-
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Task Choice, and Performance, John Nicholls, Psychological Review
http://gribouts.free.fr/psycho/menace%20du%20st%E9r%E9o/nicholls%20-%20 12. The connected employee experience, Technology Institute, PwC
malleable.pdf https://www.pwc.com/us/en/technology/publications/assets/pwc-technology-
connected-employee-experience.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
52
Contacts
53