leesman review issue 6

8/9/2019 Leesman Review Issue 6

1/12

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Europe’s fastest growing independent workplace effectiveness resource

INSIDE

Alan WilliamsOn how hotel General Managementcould teach Facilities Managers a fewcustomer service design tricks. Page 2

Debra Ward Philip VanhoutteHome-shoring. Looking at what big businessis doing now in the next chapter in theremote working experiment. Page 12

In 2010 we launched the

Leesman Index. The

proposition was bold but

simple – to change the way

workplace is measured

- setting out to establish

a common methodology

for measuring workplace

effectiveness – how well

the workplace supports the

efforts of those it houses.

Almost two years to

the day later, we passed the

first major milestone with

the receipt of our 10,000th

employee e-questionnai re

response. This establishes

our database as the largest

contemporary collection

of workplace effectiveness

information available,giving deep insight into

which workplace strategies

are delivering meaningful

business benefit.

Fifteen years before us,

Easyjet launched with a

bolder concept – to change

budget travel. A key feature

in paying less for your seat

was that you shouldn’t expect

to choose it. Passengers took

time to get used to non-

allocated seating but jostling

for preferred position was

soon accepted as part of the

experience you endured for

the benefit of lower fares.

Easyjet showed non-

allocated seating reduced

boarding times, benefitting

on-stand turnround. Less

time on the t armac meant

lower fees to airport operators

plus more flying-time per

aircraft, a strategy that would

deliver meaningful change.

Easyjet now serves over

500 routes and 50 million

passengers a year.

The non-budget airlines

gave a smart riposte; not by

mimicking the new strategy,

but by introducing the option

to choose your preferred seatwhen checking-in online,

becoming de facto now with

most scheduled operators.

But in March this year

Easyjet announced that it too

would now allow passengers

to choose seats at check-in.

In Easyjet style though, this

would come at a cost. £12 for

premium front or exit rows;

£3 for any other chosen seat.

In the same month, the

airline projected a pre-tax

loss for the six months to

31 March of £110-120m - an

“improvement” on previous

forecasts. But Easyjet CEO

Carolyn McCall said the plan

to move to allocated seating

was revenue-neutral.

In a study by Skyscanner,

less than 1% of respondents

said they preferred the middle

seat. So why, I wonder, on the

occasions since introducing

allocated seating on my

Easyjet flight to Amsterdam,

am I always allocated a

middle seat when choosing

not to pay the privilege

to choose? Is it because

statistically I am more likely

then to pay £3 each way to

ensure I don’t get the seat Idon’t like. Or perhaps that

the 60% who prefer window

and 39% who prefer aisles are

more likely to have their paid

preference fulfilled resulting

in the charging strategy

bearing fruit?

But the science of choice

is worth understanding.

Psychologists track how

choice engenders freedom,

empowerment and

engagement. American

market researcher and

Psychophysicist Howard

Moskowitz consults with

FMCG food technologists,

harnessing consumer

insights to help drive

better product offerings.

He has proven that the

better engineered the product

choices, the greater chance

customer will find the

product variant that matches

their personal palate.

From colas to spaghetti

sauce, Moskowitz has proven

how choice fuels greater

consumer satisfaction

giving happier, more

loyal consumers. The skill

then is calculating how many

product variants are requiredand the likely sales volume

of each.

How does this all relate

to workplace? The data

from our first 10,000+

workplace occupiers shows

that those employees more

satisfied with the variety

of work settings on offer,

also have an increased sense

of productivity. Allowing

employees to choose their

seat each time they “board”

and more of them could be

satisfied that the activities

they are employed to do

are well supported by their

space. Greater location

autonomy could deliver

clear business benefit.

This suggest Activity

Based Working is the

“business class” option of

workplace. It promotes the

development of workplace

landscapes where employees

choose locations based on the

activity they are undertaking

at any given different point in

their working day – they are

free to unbuckle and change

“seat” in-flight.

So whether checking-

in in advance, or jostlingfor their preferred seat on

the day, transferring the

responsibility of location

choice to employees could

be a powerful component

in fuelling workplace

productivity. I wonder if

Easyjet staff at their Luton

HQ are allocated desks

or jostle for positions

each morning?

As Easyjet experiments with the introduction of allocated seating for it’s 50m passengers,what lessons can workplace management learn on the power & benet of location choice?

This issue: Why service matters, Olympic London and passing the rst major data milestone.

The design of my workplace

enables me to work productively

Agree 55.1% Neutral 16.7% Disagree 28.2%

My organisation’s oce is

a place I am proud to bring

visitors to


The design of my workplace

is important to me


2012 Q2 Brieng

Lmi 58.7+ 2.4 | hi84.6 | lo48.7

11,198 respondents

43 surveys

140 properties

63% av response rate

11 min av response time

The Lmi is Europe’s central

workplace effectiveness

benchmark, reporting on a

scale of 0-100 on the ability

of a workplace to support

important workplace activities.

Data reported at 30.06.12

No of properties by Lmi band

Lmi 0-16 = 0

Lmi 17-33 = 0

Lmi 34-50 = 9

Lmi 50-66 = 51

Lmi 67-83 = 14

Lmi 84-100 = 3

Issue 6leesmanindex.com

10,000 respondents suggest locationchoice is key to higher eectiveness

Mitie’s Clients Services Director on howthe smallest details do matter and how FM’scan keep sta coming back for more. Page 3

[email protected]

http://leesmanindex.com/mailto:tim.oldman%40leesmanindex.com?subject=Leesman%20Review%206mailto:tim.oldman%40leesmanindex.com?subject=Leesman%20Review%206http://leesmanindex.com/


2/12

2

FM has long grappled with

it’s own brand identity – it’s

definition of what it does. I’ve

often heard it packaged as the

provision of a range of services

such as reception, catering,

security, meeting rooms,

housekeeping and engineering

within a built environment.

It’s the same list a hotel General

Manager would propose for

a hotel - a built environment

with an almost identical rangeof services.

In both situations, these

services are provided to

customers - guests in a hotel;

employees and visitors in a

corporate workplace. So if the

two service scenarios are so

similar, why is there such a

gap between the level of service

you would expect in a hotel and

that you are likely to receive

in so many workplaces?

You might argue that

these two environments

accommodate such entirely

different activities that the

parallel is inappropriate.

But I would suggest that as

more employees becomemore mobile, the service and

hospitality experience they

will expect when visiting the

office (as opposed to being

based there), will become

increasingly higher in its

expectation. In this way,

the workplace is becoming

a SERVICEBRAND just

as a hotel or any other face

to face retail operation is.

To me the difference

between the management

of a hotel and a corporate

workplace seems to be about

sense of central purpose - a

focus on customer service and

operating as one team. The

crux perhaps is in the way the

leadership and structure of the

service delivery organisation

is approached. FM’s consider

themselves as custodians

of the built asset, whereas

hotel managers are owners

of the guest experience.

A hotel is operated

through a coordinated

communication framework,

ranging from a daily

operational review, a periodic

events planning meeting, a

monthly operational meeting,performance reporting by

department etc. In FM,

communication is too often

managed and reinforced at a

departmental level with little

effort to align practices, make

use of common formats (eg

for reporting) or coordinate

activity across service lines.

In a hotel, the all-important

leadership is generally provided

by a person who has strong

customer service or operational

experience, perhaps gained

in food and beverage, the

rooms division or sales and

marketing. A common thread

is an understanding of the

importance of customerservice and the ability to lead

and motivate teams of people

around this singular goal.

These leaders tend to manage

by walking about, interacting

with guests and employees to

find out what is happening and

what is working, as opposed

to relying on management

reports and meetings. These

leaders are supported with

specialist expertise in areas

such as finance, human

resources and property.

The identity of the hotel

as a whole is the key driver,

and the constituent parts

recognise the importance of

their role as part of the whole.

My experience of FM is

that there is still much more

emphasis on management

in functional silos and less

focus on a single point of

coordination and alignment.

So the challenge in FM is

whether to continue doing

things from a traditional

building functionality

and contract management

perspective, or to learn from

relevant sectors like the hotel

industry where the focus ismore on team leadership

and customer experience.

Few could deny that Apple

has completely reshaped the

personal computer market by

taking th is customer centric

approach way beyond where

others thought possible. They

not only seek to deliver on the

brand and services you need,

but are consistently offering

up brands and services that

you didn’t realise you needed

but on which you quickly

become reliant.

“When I called the PC

manufacturer they told me

it must be an issue with the

operating software but whenI called them they said it must

be a hardware issue”. With

Apple there is one port of call

because they have a joined up

service delivered along with a

great attitude and some very

clever processes.

As for the relevance

to FM, just think of the

built environment as the

“hardware” and everything

to do with people (service

providers and customers)

as the “software”. How much

more closely could the two

be integrated? I f you’ve never

before been, try visiting

an Apple store and you’ll

experience it for yourself

the minute you cross

the threshold.

So perhaps the next

step for FM is to place

the customer experience,

rather than buildings and

contracts, at the centre of

the approach. Insight from

all stakeholders (employee,

customer, community

and supplier) would be

needed and a measurement

framework would assist

comparative efforts.This could consist

of specific workplace-

related questions as part

of the business’s employee

engagement/satisfaction

process, but should also

involve consolidation of

valuable information from

a range of sources such

as helpdesk calls, focused

surveys and feedback forums

to create a rich picture

of information from

all stakeholders.

With such an approach,

it is possible to develop a

greater understanding of

what customers think of

their experience, comparedto their expectation, and

how important this is to

them - linking everything

back to resource to assist

in prioritisation and

resource allocation of

workplace services.

Analytics (rather than

pure opinion) could then

drive business strategy

and the business planning

process – including

employee productivity.

A more t ransparent,

scientific approach would

also facilitate service delivery

re-engineering from a

customer journey perspective

to realise efficiencies and

reduce silo structures.

There is a range of practical

challenges to overcome for

FM in this scenario starting

with people processes. Each

service provider often has

its own company inductionfocused on their employer

organisation rather than the

client organisation. And of

course the standard to which

each induction is delivered

can vary enormously from

one provider to the next.

TFM does provide

a compelling solution

to disparate service line

management, but in theory

more often than in practical

reality. However, the

challenge is no less for

the client to communicate

their values and for the

contractor to comprehend,

then communicate, then

drive the client brand,rather than their own.

Critically, consideration

also needs to be given to the

emotional perception as

this is a major contributor

(maybe more than 50%) to the

overall perception of a service

transaction. Companies like

Zappos, the online retailer,

and the Four Seasons hotel

group recognise that if the

culture (“software”) in the

organisation is right, many

other issues simply do not arise.

But culture needs constant

nourishing, attention and

referencing to flourish and be

strong. Inclusion of emotional

factors makes measurementmore of a challenge but,

if ignored, can make any

assessment at best flawed and

potentially meaningless.

FM has without doubt

evolved from being a

department who maintain

building functionality to an

integral function in managing

an organisation’s cost base.

However, I believe there is an

opportunity to evolve further

again so that the value of FM

as central to core business

strategy is appreciated

and the impact on brand

perception, attracting and

retaining talent, employee

engagement and productivityis fully understood.

Placing the customer

experience at the centre

of the way we design and

deliver workplace services

(an integrated hardware

and software approach),

combining scientific insight

and understanding emotional

considerations can elevate the

role of FM to a more strategic,

valuable and valued position

in organisations.

Alan Williams is Director of Serv icebrand Global Ltd.He supports progressive organisations by aligningstrategy in the areas of customer experience, employeeengagement and brand identity.

[email protected]

Can hospitality and retail oer important lessons to FM?The service coach

DO NOTDISTURB

“When I called the PC manufacturer

they told me it must be an issue with the

operating software but when I called them

they said it must be a hardware issue”.

mailto:alan.williams%40servicebrandglobal.com?subject=Leesman%20Review%206mailto:alan.williams%40servicebrandglobal.com?subject=Leesman%20Review%206


3/12

3

that their workplace enables

them to work productively.

Worse yet, only 45.4% of

respondents said t hat their

office is a place they are

proud to bring visitors to.

Leesman’s 70 or so lines of

enquiry give me the chance

to focus on the finest service

detail for my clients.

We have all heard the oldadage th at a happy employee

is a productive one. So

creating and maintaining

space and service at a level

that is reflective of the

company’s core employee

wellbeing objectives is a

key element of that. It’s

for FM’s to do that.

And we need to have

brave conversations with

our clients. “Sweating the

asset” is more than just

maximising square footage

and utilisation rates. It’s

about ensuring that those

who occupy every square

foot are maximising

their potential output.As the cost of workspace

increases, providing space

that enables teams and

individuals to maximise

their output should be a key

focus of every leading edge

organisation – and every

progressive FM. Not simply

service cost reduction.

In order to do that

effectively, companies

need to understand what

is important to individuals

and teams. The aspects of

workplace that are perceived

as important to employees

are often those items t hat

are given the least amount

of attention. For example

Leesman data shows that

there is a resounding cry

for great coffee.

Coffee and refreshment

provision may not directly

be a key element in driving

productivity, but it is highly

emotive in fuelling a sense

of pride and therefore

engagement. Informal

/ social interaction and

collaborative workspacecontinue to be areas that

employees rate as key

elements, yet very few

companies are spending

time, attention and money

on providing and servicing

these. These areas need

more attention to detail.

A CEO of a well-known

telecoms company recently

said, “I don’t really like

buildings. I am closing as

many as I can. That doesn’t

mean I want people to work

from home, actually I am

not a big fan of the “work

from home” drive. I would

rather provide spaces for

my teams to come and worktogether to collectively solve

everyday problems and

drive the business forward.

Lately, I feel like I am in the

coffee shop business”.

To bring home the

impact of workplace

importance, presenteeism

and productivity, let me

recount a conversation I had

recently with a very good

friend of mine who works

for Google. She is heavily

pregnant with twins (with

a two year old at home)

and yet she still makes the

40-minute commute into

work every day. Everyone

would understand if she

just worked part time

from home.

But when I asked her

why she continued to go

to work, her response was

unfaltering. “The food

is fantastic and always

available and they cater

to some of my nutritional

requirements and strange

requests, there are sleeping

pods for me to lie downfor 20 minutes in the

afternoon, my chair is

repeatedly adjusted to meet

my changing needs, there

is a masseuse on site every

week, I feel productive and

valued and my team are all

there… why would I want

to stay home?”

The worrying factor of

course is that if my friend’s

positive experience is

indicative of the positive

impact of workplace on

employee engagement,

then the reverse must also

be true. If people are not

engaged with and proud

of where they work, do not

feel valued because their

workspace doesn’t enable

them to maximise their

output, why would they

want to come to work?

I believe that facilitiesmanagement has a hugely

important role to play

in demonstrating that a

fastidious attention to detail

in the design of workplace

soft services, delivers real

business benefit. A first

class hospitality experience

keeps the employee coming

back, it keeps them fuelled,

it keeps them engaged

and most important ly,

can then impact on

their productivity.

Defenders of either position

cite advantages ranging from

aesthetics and cleanliness

to paper conservation,

to the ease of detaching

individual squares. Rather

unbelievable, academic

papers even exist on the

subject; “Bathroom Politics:

Introducing Students to

Sociological Thinking fromthe Bottom Up" by sociology

professor Edgar Alan Burns.

Some writers have proposed

connections to age, sex,

or political philosophy

and survey evidence has

shown a correlation with

socioeconomic status.

But let’s face it toilet paper,

like many aspects of property

and facilities management, is

simply a hygiene factor. It sits

so near the base of the huge

list of FM consumables, few

give it more than a moment’s

attention. No one thanks you

every time it is there but you

are certainly made aware

when it is missing. This iswhere service has a part

to play.

Of course toilet paper

is always present in well-

serviced environments. And

in five star establishments,

the toilet paper always rolls

from the top and with added

attention to detail, well

groomed organisations

will fold it into a peak.

From a functionality

perspective, of course none

of this matters. But from

an image and subsequent

perception perspective,

personally I think that

these little touches go a

long way. Such attentions to

detail signal to people that

you are focussing on even

the smallest detail, giving

people comfort perhaps

that the big things are

being taken care of with

similar focus.

Many aspects of property

and facilities are even more

emotive than the toilet

paper debate. As leaders in

property we are responsiblefor areas that not only have

an impact on output but

actually have touch points

for personal wellbeing

and even survival.

From security, to fresh

air to catering and meeting

room management, we

maintain, manage and

elevate every aspect of an

employee’s life for 8 – 12

hours a day. And yet rarely

are property and facilities

professionals consulted in

the design and layout of

workplace. How often have

we heard one of our FM

colleagues say “fashion

over function” is at workhere… with millions of

pounds being spent on one

of our two most expensive

assets one would think that

advice and input not only

from property and facilities

professionals but from

the end user would

be imperative?!

Leesman’s initiative

to provide a central,

unified and standardised

measure for channelling

this input gives FM a

powerful platform. Across

57 properties and 6,700

respondents, 89.5% said

that the design of the

workplace is important to

them yet only 54.1% said

Debra Ward is Managing Director at Mitie Client Services.With a leadership background in hotel management,Debra believes that providing exceptional service doesnot cost more, but rather is more costly if not provided.

[email protected]

Go to work or stay at home?Toilet paper… should the end roll from the top or from the bottom? And frankly, does itreally matter? For such a trivial topic, people hold strong opinions on the matter.

“Creating and maintaining space and service

at a level that is reective of the company's

core employee wellbeing objectives is key.

It is for FM's to do that”.

mailto:debra.ward%40mitie.com?subject=Leesman%20Review%206mailto:debra.ward%40mitie.com?subject=Leesman%20Review%206


4/12

Much is now benchmarked. April this year was benchmarked

as the wettest in the U K for more than 100 years, with

flood warnings in place across six counties. But the UK

Environment Agency had to impose a hosepipe ban as water

stocks in reservoirs became perilously low. So though three

times the usual rain fell, the story varied when viewed from

different perspectives.

Benchmarking is useful in providing a ready comparison.

But as in UK water stocks, it is the data behind the benchmark

that tells the t ruer story. With 10,000 respondents now

having completed exactly the same workplace effectiveness

questionnai re, Leesman has what is almost certainly the

largest contemporary database available on the subject.

This provides an unparalleled opportuni ty to report on

exactly how well the modern knowledge economy workplace

is supporting the knowledge workers it accommodates.

Central to that database is our Leesman Lmi effectiveness

measure. This Lmi b enchmark is calculated to show the

ability of a workplace to support the activit ies employees

individual ly tell us are important in their work. The higher

the score, the bet ter the space is performing for the occupiers.

So the most powerful insights sit in understanding what is

delivering higher performing Lmi spaces. Because where

there is a higher Lmi, we also consistently see a higher

sense of personal productivity amongst employees. So

the benchmark provides an indicator, but the individual

lines of enquiry beh ind it tell the story of which factors are

inhibi ting and which are fuelling employee productivity.

This shou ld not really come as a surprise to seasoned

workplace professionals – the better a workplace supports

important activit ies, the more productive the employee will

feel. Stating the obvious perhaps. But reporting that from

a consistently applied question set, applied independent ly

of any of the other professional consultants, contractors or

in-house specialists, has immeasurably more credence with

cynical executives.

We hope that by providing independent verification,

foundationed with the volumes of comparative data we have

already quickly amassed, workplace designers can start to

empirically demonstrate the role t hey should be playing in

delivering environments that i mpact on business bottom

line. A h igher reported sense of productivity should surelyinterest most executives? Workplace design should be seen as

a component delivering competitive advantage. We hope our

data can do that.

And for those managing workplaces, this also offers the

opportunity to start examining how the facilities services

overlaid on a workplace once the designer has finished his

work, impact on individual employees.

It has been suggested that our data will bring designers

closer to workplace managers and that collectively and more

collaboratively both can take the “better workplace = business

benefit” debate further up the executive food chain, to those

most interested in the cost to revenue ratio equation .

Our aggregated data is made freely avail able to anyone

needing ammunition to tackle that debate. For those

clients using our Lmi effectiveness measure inside their

organisations, th at debate is already happening.

4

10,000 respondents

37% of home-workers are havingto use a non-work specic locationie a dining table, with just 41% having a dedicated separate workroom or oce.

22% of respondents werebased in a shared or solo oce,with 61% of them reporting thatthe design of their space enabledthem to work productively.

58% of those with a non-allocatedwork setting agree this enables themto work productively, 6% morethan those with an allocated openplan desk.

95% of respondents rank theiroce chair as an important partof an eective oce with 67% of them satised with the chairthey are provided with.

The term “benchmarking”is attributed to mid 19thCentury surveyors who soughta consistent way of mountingmeasuring equipment.


5/12

Stephen Moorcroft | Associate ArchitectTTSP

TTSP is pleased to be an early

adopter of the Leesman Index. 10,000

respondents is a huge milestone and

reflects the growing value that we

believe this survey brings to highlight

the power of i ntelligent workplace

design. We focus on our clients'

corporate goals, values and brand alongside the usual

headcount and growth projections. But Leesman offers

a complementary strand of briefing process that engages

a client's entire workforce across so many more human

touch points.

With more responses, the I ndex strengthens and provides

an increasingly indisputable benchmark for workspace user

satisfaction. With our clients we look for the anomalies;

where staff are unusually d issatisfied or have an increased

sense of importance. This helps corroborate a high level

brief and in austere ti mes identifies where a project team

should invest the most effort to deliver high impact,

measurable improvements and appropriate change.

The outcome is workspace that recognises what we all

intuitively know - that any company's biggest asset is its

people - and that with an effective environment, they

become an empowered, productive workforce.

[email protected]

Monica Parker| Head of Workplace Consultancy

Morgan Lovell

One of my fondest memories growing

up was my father and I building a large

fence for our back yard in Atlanta.

It was a sticky July in the midst of

the summer heat. I was less than

enthusiastic. But what I remember

most, with saw and tape-measure in

hand was the phrase t hat he repeatedly

reinforced - “measure twice, cut once”.

What Leesman allows me to do is measure, and measure,

and then measure again, before I cut. Too often consultants

are asked to offer solutions that will have significant and

far reaching effects on t he outcome of a business without

proper data. This is i n danger of reducing the design process

to guesswork. Leesman is my first measuring stick against

which I can begin to design my approach. And with 10,000+

comparative responses, it gives my clients a real sense of how

they compare. Yes I could do my job without it, but it would

take me infinitely longer to get to a less well-crafted, less

measured solution.

[email protected]

Louis Lhoest | Director International Business

Veldhoen + Company

Activity based working and activity

based working environments have been

the most significant development in

the way we work in the Netherlands

and Australia in the past decade.

Organisations of all kinds h ave

experienced th e benefits of new ways of

working which are supported by Activity

Based Work (ABW) environments.

ABW is a smar ter way of working th at enables employeesto be more entrepreneurial and gives them greater freedom

to choose when and where they work. So it’s goodbye

to unnecessary ru les and procedures, to permanent

workplaces and inflexible working hours. A BW promotes

knowledge sharing, working in the digital age, faster

and better collaboration and personal accountability

and responsibility. This increases employee satisfaction,

productivity and so the service to clients. With data to

prove that, we can do more.

So to help us support the development of activity based

work environments, Veldhoen + Company and Leesman

have created the Veldhoen Activity Survey module which

when attached to the Leesman Index survey, provides us

with indispensable insights into the current activity patterns

within departments and across organisations. This depth of

data is powerful. The Veldhoen / Leesman toolset is one we

keenly advocate.

[email protected]

5

31% of respondents listedVideo Conferencing as animportant workplace activity,but just 44% could report thatit was eectively supported.

81% of respondents listTelephone Conversations asan important workplace activity,with 67% agreeing that theactivity was supported.

82% of respondents rankednatural light as an importantworkplace feature, 9% morethan oce lighting. Just 47% were satised with its provision.

91% of respondents rank tea,coee and refreshment facilitiesas an important part of an eectiveoce, with 21% dissatised withtheir provision.

http://www.ttsp.com/mailto:smoorcroft%40ttsp.com?subject=Leesman%20Review%206http://www.morganlovell.co.uk/mailto:monica.parker%40morganlovell.com?subject=Leesman%20Review%206http://www.veldhoen.nl/mailto:louis%40veldhoencompany.com?subject=Leesman%20Review%206mailto:louis%40veldhoencompany.com?subject=Leesman%20Review%206http://www.veldhoen.nl/mailto:monica.parker%40morganlovell.com?subject=Leesman%20Review%206http://www.morganlovell.co.uk/mailto:smoorcroft%40ttsp.com?subject=Leesman%20Review%206http://www.ttsp.com/


6/12

The design of my workspace is important to me

It contributes to a sense of community at work

It creates an enjoyable environment to work in

It enables me to work product ively

It’s a place I’m proud to bring visitors to

6

2012 Q2 Data SummaryLmi 58.7

Ratings reported from 11,198 respondents surveyedto date. Variance shown from 2012 Q1. Figures representcombined “supported, well supported, very well supported”activities and “satised, highly satised’ facilities andfeatures listed.

61% -1% Individual focusedwork away from desk

77% 0% Individual focusedwork, desk based

87% 0%Individualroutine tasks

73% -1% Informal socialinteraction

59% -1% Informal un-plannedmeetings

57% -2% Relaxing/takinga break

21% -1%Variety of dierenttypes of workspace

18% -1% Quiet rooms for workingalone or in pairs

34% -1%Informal work areas/breakout zones

75% 0% Learning fromothers

62% 0% Collaborating oncreative work

70% -1% Collaborating onfocused work

1. Who are Leesman? Europe’s leading and fastestgrowing independent workplace eectivenessmeasurement experts .

Europe’s largest resource of contemporary workplace performance data

R e s p o n d e n t s

Standardised Workplace Eectiveness Measurement

2. What makes Leesman “independent”? Leesmanoer no consultancy services - just standardisedeectiveness measurement tools.

3. What is the Leesman Index? Leesman’s standardizedeectiveness measurement benchmark that calculatesan “Lmi score” for each workplace.

4. What is the Lmi measuring? The activities peopleare doing and how the physical features and facilitiesservices provided, support them in their work.

5. Are the responses condential? Yes, completelyanonymous. No response can ever be linked backto an individual respondent.

6. So what will that data show? Exactly and verygraphically how well your real estate is support ingthe work of your teams in your spaces.

7. And does this measure sta productivity? Not directly,but it does ask whether the design of the workplaceenables sta to “work productively”?

8. What types of organisations are using Leesman?Any one with sta occupying workplace, from motormanufacturers, to legal practices.

9. When is best to do a Leesman survey? In truth at anytime. But certainly as early as possible in planning acapital project.

10. Can it then be used after a project is complete? Yes this is a perfect way of measuring the improvementsachieved if a survey was also done prior.

11. How many people should be invited to participate? Leesman will help you get as many respondents aspossible – it has no bearing on the cost.

12. How much does it cost? The “launch” of a single survey,to up to 5 building locations is £6,950 regardless ofrespondent numbers.

13. What if there are more than 5 buildings to survey? Then there is an additional charge of £1,250 per building.License packages are available for bigger estates.

Data review

The data reported above shows highlights from the aggregated resultsacross the 11,198 individual respondent received at 30th June 2012.These results are provided t hrough the Leesman Index employeeworkplace satisfaction e-sur vey, which has been conducted acrossa range of pre and post occupancy workplace projects as shown.

The survey is based around a xed core module in which the questionsasked do not vary. This provides us with an unrivaled ability to repor tand benchmark consistently across that data and oer valuable insightto dierences between any number of variables, including industrytype, location, gender, age or length of service.

• 43 surveys across 140 properties• 84% pre-project, 11% post-project, 4% other• 63% average response rate• 11 minute average response time

How much do you agree or disagree with the following statements about the design of yourorganisation’s oce?

12000100002000 4000 6000 8000

12000100002000 4000 6000 8000

Number of responses

Disagree Strongly (-3)Disagree (-2)Disagree Slightly (-1)Neutral (0)Agree Slightly (1)Agree (2)Agree Strongly (3)

Data ranked by satisfaction

total no of respondents

Which activities do you feel are important in your work and how well are they supported?

Individual focused work, desk based

Telephone conversationsPlanned meetings

Informal, un-planned meetings

Business condential discussions

Collaborating on focused work

Reading

Relaxing / taking a break

Individual routine tasks

Thinking / creative thinking

Informal social interaction

Spreading out paper or materials

Hosting visitors, clients or customers

Learning from others

Audio conferences

Larger group meetings or audiences

Collaborating on creative work

Individual focused work away from your desk

Video conferences

Using technical / specialist equipment or materials

Private conversations

Not Supported At All (-3)Very Under Supported (-2)Under Supported (-1)Supported (1)Well Supported (2)Very Well Supported (3)

Data ranked by importance


Number of responses

0

2010

0

2011 2012

2000

6000

10000

4000

8000

12000

14000

Leesman Index Q+A

0


7/12

DeskChair

Computing equipment

Telephone equipment

Temperature control

Printing / copying / scanning equipment

Personal storage

Natural light

Meeting rooms (small)

Noise levels

In-oce network connectivit y

Oce lighting

Meeting rooms (large)

Air quality

Remote access to work les or network

Informal work areas / break-out zones

Quiet rooms for working alone or in pairs

Space between work-settings

Desk / room booking systems

Shared storage

Accessibility of colleagues

Archive storage

Audio-Visual equipment

Variety of dierent types of workspace

Guest / visitor network access

7

60% 0%In-oce networkconnectivity

57% -1% Remote access towork les or network

54% 0% Printing /copyingequipment

67% 0% Desk

62% -1% Chair

35% 0% Dividers(between desks/areas)

28% 0%Air quality

21% +1% Temperature control

27% 0% Noise levels

21% -2%Greenery

16% -1% Art or photography

37% 0% General decor

58% -2%Audio conferences

43% -2% Video conferences

60% -1% Using technical / specialistequipment/materials

55% -2% Hosting visitors,clients or customers

30% -2% Guest / visitornetwork access

40% -1%Business condentialdiscussions

White Paper challengesmeasurement protocols In an industry which is becoming increasingly focused oncost cutting initiatives, built environment management andcosts consultancy RLF Optima argue that we are missing thebigger picture and losing out on substantial protability asa result of chasing the pennies.

In a research paper which will be published next month,drawing on data from the Leesman Index and others,Steve Henigan, partner at RLF Optima & Steve Wright ofarchitects and workplace design experts TTSP propose thatthe current workplace paradigm has reached the limits ofits eectiveness and will put forward an alternative more

holistic model for the review of a workplace performance,

its functions and the employees it houses. Heniganand Wright will argue that the exist ing workplaceperformance metrics are outdated and awed andwill draw on multiple examples to suggest attitudesshould change.

To receive a copy of the report or attend thepresentation that will launch it, [email protected] | [email protected]

Those interested in joining the Leesman power analystscommunity should contact Operations Manager

Lisa Bhudia. [email protected]

12000

12000

10000

10000

2000

2000

4000

4000

6000

6000

8000

8000

Number of responses

Which facilities do you consider to be an important part of an eective workspace and howsatised are you with them? Tea, coee and other refreshment facilities

General cleanliness

Washroom facilities / showers

Reception areas

Hospitality services

Not ProvidedHighly Dissatised (-2)Dissatised (-1)Neutral (0)Satised (1)Highly Satised (2)



Number of responses

Which features do you consider to be an important part of an eective workspace and howsatised are you with them?

Not ProvidedHighly Dissatised (-2)Dissatised (-1)Neutral (0)Satised (1)Highly Satised (2)



0

Power AnalystsSteve Wright & Steve Henigan

0

mailto:steve.henigan%40rlf.co.uk?subject=Leesman%20Review%206mailto:swright%40ttsp.com?subject=Leesman%20Review%206mailto:lisa.bhudia%40leesmanindex.co.uk?subject=Leesman%20Review%206mailto:lisa.bhudia%40leesmanindex.co.uk?subject=Leesman%20Review%206mailto:swright%40ttsp.com?subject=Leesman%20Review%206mailto:steve.henigan%40rlf.co.uk?subject=Leesman%20Review%206


8/12

8

The business of“workplace” is of course anear global one. Whereverpeople work in ocespaces, there are those

whose job it is to make thatexperience a productiveone. When we set out tocreate a unied platformfor the measurement ofworkplace eectivenesswe knew that thosepractitioners wouldsteadily become moreinterested in what we weredoing, because the data wewere collecting could helpinform those practices.

We were also aware thatthe market for workplacestrategy diers globally.Dierent countriesdier widely in whatconstitutes innovationor inventiveness. Otherglobal economic factorsinuence this heavily – what is an acceptableworkplace occupationdensity in one countrymay be nanciallyimpossible in another.

So our Leesman Indexseeks to measure andcompare just one universalfactor – the ability of aworkplace to supportthe activities importantto its occupants. This isincreasingly bringing us towork with corporate clientswho have multiple oces

in multiple internationallocations – whose interestis in how well their spacesare performing.

But separating the externalinuencing factors andunderstanding whatimplication each is having(t-out expenditure,occupant densities,occupant utilisation, localcultural dierences etc) iswhere we become reliant onthe consultants and clientsusing our index tool. It istheir comparative analysisthat will begin to drawready comparisons across

geographic boundaries.

Respondents have thusfar come from 17 dierentcountries. The UK provides70% of the data so far buta further 20% comes from

other European nations.Leading these are Swedenand the Netherlands.Surveys presently open orin construction for clientsshould see us gain a furtherthree to four-thousandinternational respondentsbefore the end of this year.

And of those surveyscompleted so far, thevast majority are pre-occupancy studies – thoseconducted prior to a capitalintervention. Many of thoseprojects are using Leesmandata to help inform a designor relocation project, soover time, we will start todevelop a broader picture ofthe improvements achievedfor those employeespost-project. But 17% ofour respondents are frompost a capital project. Andsome of these employeescompleted some of ourearliest deployments, sowe hope that within thenext six months we will beable to separately report onour Lmi for pre-occupancyand post-occupancy studiesand to report on the extentto which organisationsare able to improve theirworkspace experiencesfor their sta.

On 14th June 2012 the Leesman Index received it’s 10,000th response toit’s standardised workplace eectiveness e-questionnaire. The submissioncame from a respondent in Sweden. This not only established the LeesmanIndex as the largest contemporary collection of workplace eectivenessdata, but also established it’s potential to do that on an international basis.

Global data

72% 28%FemaleMale

92% 8%Full time Part time

Gender

Proportion of full time/ part time employees

Employeelength ofservice


9/12

9

70.8%UK19.8%Europe (excl UK)

Respondentorigin

Respondentcountries

AustraliaBelgium

Costa RicaFrance

FinlandGermany

Isle of ManItaly

MaltaMorocco

NetherlandsNorway

SpainS AfricaSweden

UAEUK

Age

9.4%Elswhere

0.4%

- 18

30.7%

35-44

9.7%

18-24

27.6%

45-54

27%

25-34

4.4%

55-64

0.2%

65 +

6 months3%

6-18 months12.3%18 months – 3 years11.1%

3 – 8 years25.6% 8 – 12 years +12.8%


10/12

The Olympic data legacy

10

On the morning of 28th July, the British media was in almost unanimous

agreement. In a resounding counter-attack on the general economic mood ofthe nation, everyone who cared was consistent in thoughts and comments

– the opening ceremony of the London Olympic games had been remarkable.From there on in, a nation was hooked.

A good proportion had

rather doubted the likelihood

of being able to have that

conversation. Colossal

frustrations over the

management of the event

ticket sales had not started

things well. Then latterly,

barrages of warnings about

the ability of London’s

infrastructure to cope

worried many more.

Media networks

(broadcast, print and

social) began debating how

London’s business would

cope. Stories of Internet

connectivity collapsing under

the pressure of 575,000

Olympic tourists bombarding

central London networks

were typical. Night ly,

local news channels would

interview someone who’s

business would be decimated

by gridlocked streets. Every

taxi driver brightened hailed

journeys with debate of would

they stay and work or desert

London for the fortnight.Headlines demanded

parliamentary enquiries

when contractor G4S failed

to provide the contracted

number of security staff on

time and military personnel

were drafted in.

And like the Y2K bug

12-years prior, bigger

businesses built teams who

developed contingency plans

and for the last six-months

workplace strategy forums

have been awash with the

promise of the UK’s largest

ever flexible and home

working live experiment.

The reality of course

was different. London’s

transport infrastructure

performed near brilliantly.

1m spectators, 60,000

officials and dignitaries and

10,383 athletes got to their

venues on time. And those

who had been unsuccessful

in obtaining t ickets instead

turned on their televisions and

computers, tablets and smart

phones. It was no surprise

4000 HSBC staff successfully

worked from home at some

point during the games – the

BBC was providing the most

spectacular back-to-back

coverage of every event!

The BBC started well.

Their opening ceremony

coverage attracted a peak

UK audience of 27.3m, the

largest television event in UK

history. During their busiest

24hrs, traffic to their online

live event coverage exceeded

the entire traffic volume for

the 2010 world cup, delivering

2.8 petabytes of content.Web access continuously

peaked at lunchtimes and

mid-afternoon. Tablet use

peaked at 9pm as users set

them up as a second screen

alongside their televisions.

1.9m people downloaded the

BBC’s Olympic mobile app.

Those viewers feasted

on the sporting spectacular.

And daily were offered huge

volumes of data. Gold medal

tallies, Olympics records

broken, world records

broken.

The viewing public were

given a two-week intensive

course in statistics.

None was better than

the men’s tennis final.

Roger Federer had fought

for his place in the final

with Delportro in the

longest match in Olympic

tennis history. It was his

first successful attempt in

four previous attempts. In

comparison, Murray had

straight-setted Djokovic for

his place. From a numbers

perspective, pundits put

Federer in a marginal ly

stronger position.

But the pundits had

overlooked one key statistic.

In all of their tallying –

head-to-head matches won

to date, wins on grass, serve

speed, aces won, service

points won / lost, break-

points won / lost, etc etc, they

had failed to consider that

this was not another circuit

Grand Slam. The statistics

here had one significantexternal factor that would

change the normal Federer

vs. Murray dynamic. Here,

the players would walk onto

Wimbledon Centre Court

not representing t hemselves,

but representing their

country. Traditional whites

were gone.

Walking out on to

centre-court, perhaps 80%

of the capacity 15,000

crowd awaited

one thing – to see Murray

draped with a gold medal.

This was perhaps the biggest

difference from when the

two had met two weeks

prior on the same g rass.

There, tennis fans were

cheering for their preferred

player. Whilst li kely there

were a few more cheering

in Murray's favour, Federer

has always attracted fans of

tennis to his precise style.

But now, representing thei r

countries not themselves,

both found themselves in

an entirely different arena.

The powerful Federer brand

machine had been left at

home. Federer now in red

strip, Murray in blue. Boyed

by the team GB successes

in so many other events this

crown were there almost in

their full entirety to witness,

and therefore cheer for

one outcome.

It is impossible to speculate

what impact that this would

have had on the playerranked No1 in the world. But

that particular benchmark

looked in doubt when

Federer lost his ninth game

in a row. The final 6-2, 6 -1,

6-4 outcome was watched

by 10.7m. Hardly a crowd

puller compared to the Men's

100m final, where the media

interest in Usain Bolt

delivered 20m and Bolt

delivered a new Olympic

record of 9.63 seconds.

Throughout the games,

records were broken. Team

GB setting the highest team

tally of new Olympic and

World records in the track

cycling. But in all of the data

and all of the performance

tables and statistics, the

International Olympic

Committee is clear – medal

records are for information

only and do not represent a

competition or league table

in themselves. Because of the

differences in populations

and resources the Committee

believes nobody should be

ashamed whether they make

it to the medal podium or not.

Yet in Citius, Altius, Fortius,

“Faster, Higher, Stronger”

there is a need for comparison

– a need to measure and

assess differences. And in

that motto, Olympic data is

intrinsic in the legacy.

Team GB's CarlMyerscough was the

heaviest athlete at

160kg

Olympic stadium seats

80,000

China's Zhaoxu Zhang was thetallest athlete competing at

2.19m

Japan's Asuka Teramoto wasthe smallest and lightest

athlete at just 30kg and1.36m tall


11/12

11

5,000 reinforced concrete columnswere installed into the ground,up to20m deep, to provide the

foundations to supportthe Stadium

Olympic stadium contains around10,000 tonnes of steel – it will bethe lightest Olympic Stadium to date The turf for the eld of play

was grown in Scunthorpe

The Stadium is lit by 532 individual oodlights housed

in14 towers to meet therequirements of high-def TV

broadcasting

232 tonnes of potatoes were

served on the olympic park

240,000 games-makerapplications for 70,000

positions

Games-makers provided

8 million volunteered hoursafter attending 1 million

training hours

150,000condoms were dispensed free

on the Olympic village

The athletes village included

2,818 apartments requiring16,000 beds, 9,000 wardrobes,11,000 sofas, 22,000 pillows,

1,200 blankets and28,000 branded

duvets

The Olympic park saw over4,000 trees, 74,000 plants,60,000 bulbs and 350,000 wetlands plants planted – the

largest planting project everundertaken in the UK

Games-maker uniforms required

765.92 miles of fabric, 359.37 miles of thread, 730,610 buttons

and1,069,034 zips

On the 13th August Heathrow

Airport handled 203,000 piecesof games luggage

Public sector funding forthe games reached

£9.298bn

BBC viewing gures for mens

100m nal 20 million


12/12

After a couple of years of

personally evangelising on

the subject, this is good to

see. But this is not wh at you

might expect. This is not

a few isolated individuals

offered the opportunity for

greater work location choice.

This is home working at a

wholly new dimension – big

scale. Forget “off-shoring”,

“home-shoring” is the new

corporate buzz phrase.

Home-shoring – pushing

contact centre staff to work

from their own homes

rather than pushing roles

abroad (off-shoring), is the

new strategy for contact

centre staff and in part at

least will help overcome the

backlash from customers

tired of talking to agents

that clearly aren’t fully

culturalised to their

reasonable expectations.

Industry insights suggest

that 30% of contact centreagents will happily work

from home. The US has

been leading this dr ive but

it has now firmly arrived

this side of the Atlantic.

These experiments

are putting t he topic

of remote workspace

at increasing height on

the executive agenda,

with in-house contact

centres now increasingly

willi ng to measure the

impact of workspace

on work effectiveness.

And as contact centre

staff performance is so

easily measured, we can

expect the next chapter

in remote working to be a

cliff-hanger one. If these

household names see

measured success for these

task-specific staff, then

we should assume that

the same experiments will

be explored with greater

energies in other parts

of the business, quickly

thereafter.

Elsewhere, you should

know Microsoft is getting

ready for a make-over withWindows 8, an operating

system that will blend

worlds of PC, tablets and

mobile. Expect Office365

to be the wrapper of all

things Microsoft Office

and Communications in

the cloud, with links to

Skype in a novel tablet

with keyboard - Apple has

clearly woken them out of

their sleep. So don’t write

off Microsoft yet!

And if you have missed

any of the ads for Goog le’s

new iPad-esque tablet,

get to an electrical store

and play with one. Service

providers turning into

hardware suppliers has

a chequered history,

but Amazon at least has

proven it is a route worth

exploring. The world’s

biggest search engine is

already in our pockets,

on our smartphones and

preferred tablets, so this

is an interesting turn. But

at a third of the cost of t he

Apple equivalent, a move

worth watching.

And as for iPhone5. Wellits slimmer and lighter and

has a bigger screen. Why

wouldn't you want one?

[email protected]

facility where those seeking

greater detailed evidence

can use a new quarterly

comprehensive report to

integrate with their own

businesses.

The report will also

track grouped reporting

lines, considering theperformance of technology,

furniture or environmental

services, giving both

workplace professionals and

their product suppliers, key

strategic insights into those

areas most needing address.

Initially in printed and

pdf form, the report will

later next year be available

in a more dynamic onlineenvironment where users

will be able to filter the data

More on the webout of oceauto-reply?

Next issue:

Worth a closer look

Philip Vanhoutte,Chair of Leesman’sAdvisory Board

Home working experimentnext chapter unfolding

The opinions expressed by

contributors represent those of the

individual authors and unless clearly

labeled as such do not represent the

opinions of Leesman Ltd. The Leesman

Review is the journal of Leesman,

Europe’s fastest growing resource of

consistent workplace eectiveness

data and we welcome contributions

on the subjects that you think should

interest us. Leesman is a registered

trademark and all Leesman Review

content is Copyright October 2012

Design by Rick Nicholls

The evidence case: data subscription service to launch in OctoberWith the Leesman Index

database of respondents

now well passed the first

major milestone of 10,000

individual responses, we get

closer to being able to open

the doors more fully on

that data.

Though we provide adetailed overview of the

Index data to the centre-

spread of the Leesman

Review on a quarterly basis,

there are an increasing

number of organisations

who are interested in

understanding the detailed

evidence story behind

individual reporting lines.

In October this year,we will therefore start the

launch of a data subscription [email protected]

by basic demographic groups

– age, gender, seniority and

length of service.

Those interested in

details of the launch or

wanting to receive a more

detailed understanding of

the cost of the subscription

should mail us at...

More on the webgoogle.com/nexus/#/7mitie.commji-designlab.commorganlovell.co.ukplantronics.com/ukrlf.co.uk/optimattservicebrandglobal.comskyscanner.netttsp.comveldhoen.nl

The Element Ken Robinson, Penguin Books Creativity expert Ken Robinson believes we areall born with immense natural capacities, but thattoo many people don’t know what they are reallycapable of achieving and that there is an urgentneed to enhance creativity and innovation bythinking dierently about ourselves.

The Ego TrickJulian Baggini, Granta Books Are you still the person you were fteen, ten orve years ago? Or fteen, ten or ve minutes ago?Can you plan for your retirement if the you of thirtyyears hence is in some sense a dierent person?Hold on to your seats. It could change how you see you.

The Decision Book Mikael Krogerus & Roman Tschappeler, Profle Books Pocket-sized but packed cover to cover with fty ofthe best decision making models – some you'll haveused before and some you'll have never heard of.

How Pleasure Works Paul Bloom, Vintage Books The Yale psychologist takes you on a journey through whyyou like what you like, Bloom shows how pleasure and desireis grounded in our beliefs about the deeper nature or essence of a given thing, dispelling the idea that pleasure is a simplesensory response.

All change…

Simon Horton believesa win-win outcome ispossible in nearly everysituation and that astrong negotiator ismore likely to achieveit. To coincide with thepublication of his rstbook, “NegotiationMastery”, Simonwill consider hownegotiation skills playa key part in workplacechange projects.

Alongside, Kate North

will review howorganisations can nowengage employees inchange programmesthrough an increasing arrayof e-learning platforms.

Project Roadmap

Reporting fromthe Corenet GlobalWorkplace Communityworkshop that will try tosee if is possible to mapout what an ideal projectplan looks like. What arethe mission critical stepsand the key drivers to asuccessful outcome?

Seventy industry exertsconvene to consider thepossibilities and we willexclusively presentthe ndings.

In my reections out-of-oce this issue, I wanted to report on a new

breed of corporate organisations getting closer to completing their

experiments on Home Working.

Leesman

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