Powered by Human Experience

A China perspective

Workplace

1. Introduction ......................................................................................................................... 5

2. Executive Summary ......................................................................................................... 10

3. Decoding Human Experience ........................................................................................ 13

4. Survey & Results ............................................................................................................... 16

5. Three Priorities to Drive Human Experience ............................................................... 27

6. Conclusion & Key Takeaways ......................................................................................... 48

7. References .......................................................................................................................... 52

Table of contents

2

A place of work is far more than a property. It is a living environment that helps individuals and businesses craft and experience a better fusion of life and work.

Memorable experiences are a key differentiator for individuals as they engage with an organization. This creative thinking should be at the core of every strategic and operational action in every company.

Powered by Human Experience

Workplace

3

A workplace that is powered by the human experience goes beyond a work-life balance. It drives how people

feel about their place of work. How empowered, engaged and fulfilled they are, it’s the purposeful fusion of life

and work based on authentic human experiences.

Dr Marie PuybaraudGlobal Head of Research, JLL Corporate Solutions

Powered by Human Experience

Workplace

4

Introduction

5

Powered byHuman Experience

The workplace is no different. It creates experiences that both affect our ability to get things done and shape our impressions and memorable moments of an organization.

Savvy C-Suites today see a direct correlation between productive places of work and healthy balance sheets. It is no longer enough for leaders to focus solely on improving visual appeal in the quest for greater productivity and profit. Real estate is a strategic device and, used wisely, it can help businesses of all sizes to attract, nurture and retain talent.

In recent years, this increased focus on talent and productivity has contributed to a growing emphasis on employee experience. It starts with employees finding and applying for a job at the organization and ceases when they eventually leave and share a memorable moment.

Think of a great app. You can perform your desired task quickly and efficiently, and you feel good about the brand supplying it. A bad app has the opposite effect — the task is hard to do, takes too much time and energy, and the experience is not rewarding in any way.

Organizations must provide the very best human experience in order to:

• Embody an organization’s culture, values and missions.

• Influence employees’ attitude towards their work and their employer.

• Shape brand perceptions internally and externally.

6

JLL carried out a unique global research project to decode the workplace experience, understand its specific impact on business performance and work out how experiences can be shaped by real estate to achieve strategic performance objectives.

Our findings Through this research project, we set out to demonstrate how transformational experiences could:

• Impact employee engagement, empowerment and fulfillment in the workplace

• Cement the link to professional happiness and satisfaction

• Impact productivity and quality of life

Through this survey, we have identified key workplace features that directly affect experience, including:

• New types of spaces

• Alternative work philosophies

• Different managerial approaches

These features can positively impact the impression an organization leaves on its employees and visitors and provide a better quality of life for employees and improve the efficiency of collaborators. Regardless of whether these experiences involve enhanced technology, innovative products, or collaboration with people, these experiences must make a good impression and could deliver engaging, empowering and fulfilling experiences.

In this report we present our Human Experience Model, which we have developed from the outcomes of our extensive research project.

The model can help you shape optimal user experiences to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.

Our global research project

40Corporate Clients

3Regions

7,364Employees

12Countries Human Experience Model

7

MethodologyOutput Product

JLL © 2017 Human Experience M

odel

HumanExperеnceModel

Engaгm

ent Empowerment

FulfillmentOutcomс

HX

Our global research project

Diagnostic Tool

Guide

Global Report

Human Experience Model

Desk Research to gather all relevant academic content on user experience

• Identify relevant publications• Define experience• Identify what creates an experience

in a workplace setting

Survey to decode user experience

• 7,364 employees• 12 countries

Co-design to co-create a Human Experience Model with clients and experts

• 9 workshops• 40+ corporate clients and experts

12 Country Reports

8

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 Systémes, DBS Bank, Deutsche BankElectronic Arts, Eneco, Facebook, Freeborn & Peters LLP, FREIWASSER Marketing, Genentech, Generali, GlaxoSmithKline, Google, Intel, Johnson & Johnson, Juniper Networks, La Fourchette, Lavazza, LinkedIn, LufthansaMcKinsey & 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

The Human Experience Model (HX Model) was co-created with more than 40 corporate occupiers, workplace specialists and practitioners.

9

Executive Summary

10

Can innovative environments close the performance gap?Chinese employees are generally more engaged at work than their global peers. Nearly all (97%) Chinese respondents say they feel engaged in the workplace, compared to 88% globally. However there is opportunity to increase engagement levels further — from the present norm of “somewhat engaged” towards “very engaged” employees.

Our research found that offering innovative spaces, and reducing hierarchical workplace layouts, may be linked to improving engagement. There is also room for growth in terms of workplace effectiveness; less than half (49%) of mainland China employees feel that their workplace enables them to work with complete effectiveness.

Engagement:How employees in China work today: Most office employees (81%) in mainland China work in enclosed spaces (whether private or shared). Silos appear to be present, particularly among managers, as enclosed private offices separate from the rest of the workforce are occupied solely by managerial staff.

This may explain why two-thirds of Chinese employees would like to see less hierarchical structures at work and prefer workplaces that encourage more direct contact and mixing with senior staff.

Beyond that, we found that Chinese employees want work settings that help them focus and unwind, as well as innovate.

11

Fulfillment:The importance of happiness and health at workHappiness 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.

Alternatives to traditional ways of working are valuedCorporate 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.

Organizations may find it beneficial to cultivate a culture based upon trust and other drivers of empowerment and allow staff to switch between different settings (in and out of the office) to supplement their primary workspace.

Empowerment:

12

Decoding Human Experience

13

Human Experience is an impression an organization leaves on its people, beyond the physical environment, which results in greater engagement, professional empowerment and a sense of fulfillment.

Understanding Human Experience for real estate is a key differentiator for how people engage with an organization. Similar to customer experience, employee experience involves how an individual interacts with his or her environment (physical, virtual and even spiritual) and their peers.

The Human Experience Model (HX) decodes experience through three pillars: engagement, empowerment and fulfillment.

The HX model can help you shape optimal user experiences through real estate to create value for your employees, customers, colleagues, visitors, stakeholders and your brand.

of Human Experience

HumanExperеnceModel

JLL © 2017 Human Experience Model

Fulfillment

EmpowermentEn

gageme

nt

Sense of comfort

Sense of control

Sens

e of

com

mitm

ent

HX

Our definition

14

Introducing

This research has helped us to develop a unique tool to help organizations define, measure and implement their experiential priorities. Built around the three pillars — engagement, empowerment and fulfillment — the HX tool can help organizations of all sizes to help balance the responsibilities of work and life.

The HX model is rooted in in-depth data and analysis, which can be tailored to an organization’s specific aims.

the Human Experience Model

JLL © 2017 Human Experience M

odel

HumanExperеnceModel

Horizontality

Choice

Innovation Spaces

Lear

ning

Digi

tizat

ion

RecognitionRew

ards &

Corporate

Philanthropy& Se

rvice

s

User

Com

fort

SustainableDesign

Fun at Work

Happiness/

Financial Wellness

Tailored Solutions

Human Leadership

Community Building

Purpose

MEANS

Intimacy

Contribution

Personalisation

Perform & Excel

Serendipity (Luck)

BelongingnessCohesion

Loyalty

AlignmentPersonal DevelopmentTribal Behaviour

Productivity

Innovation

Collaboration

Career Development

Value of Joy

Sustainabilit

y

User Satisfactio

n

Spirituali

ty

Heal

ing

Mindf

ulne

ss

Care

Rem

ovin

g Fe

ar

Resi

lienc

e Pride

Satisfaction Attraction & Retention

Entrepreneurship

Kindness

HealthinessFairness

Social Responsibility

Stress-managementHarmony

Social Connections

Self-esteem

Ownership

Autonomy

Freedom

Creativity

TrustEmpathy

Care

er P

rogr

essio

nTra

nspar

ency

Conf

iden

ce

Mob

ility

Flui

dity

OUTCOMES

Fulfillment

EmpowermentEn

gageme

nt

Sense of comfort

Sense of control

Sens

e of

com

mitm

ent

HX

15

Disclaimer: Due to rounding, numbers presented throughout this document may not add up precisely to the totals provided.

Survey & Results

16

1,501 interviews

305 interviews 501 interviews

253 interviews

257 interviews

508 interviews

507 interviews

3,532 interviews

UK 505 interviews GER 506 interviews

NL 508 interviews FRA 1,003 interviews ESP 503 interviews

ITA 507 interviews

United States

South Africa Australia

China

Hong Kong

Japan

India

Europe*

*Europe breakdown7,364Respondents

12Countries

Global respondents

17

18

Target ProfilesChina respondents

100-250 employees23%

501–1000 employees24%

251–500 employees 22%

Over 1000 employees 31%

Company size

TARGET SURVEYED

working in an office and in a company of 100 employees or more

Sample of

253 employees

Core businessHeavy industry or construction 27%

Consumer products 21%

High-tech, technology or telecoms 19%

Pharmaceuticals and Health 11%

Teaching 6%

Banking and insurance services 3%

Energy 3%

Public sector 3%

Web and the digital economy 2%

Media and communication 1%

Advisory or business services 1%

Other 3%

Company nationality (%)

In a company headquartered in China

In the subsidiary of a foreign company

74

26

19

Gender (%) Management responsibilities (%) Age

Men Women

Manager

Non-manager

36

642%

43%

54%

1%

18 to 24 25 to 34 35 to 49 50 to 64

7

93

Seniority in the company

Less than ayear

1 to 3 years 4 to 6 years 7 to 9 years 10 years ormore

0%

10%

53%

22%

15%

39%

23%

11%

10%

5%

4%

4%

2%

1%

1%

IT

Marketing and Communications

Sales and Client Service

Human Resources

Accounting, Finance and Legal

Management and general administration

Manufacturing

Purchasing

Research and Development

Logistics

Department

20

How Employees in China Work Today

21

22

Enclosed offices are the most common workspace

• The vast majority (81%) of Chinese employees work in an enclosed office (private or shared), with the remainder (19%) working from open-plan layouts.

• Hot-desking has not gained much momentum worldwide, and it is even less so in China.

41

27

40

5

0

An enclosed single o�ice

An enclosed shared o�ice

A workstation in anopen-plan o�ice

No allocatedpersonal desk

0 10 20 30 40 50

Global China

28

40

19

Type of workspace occupied (%)

23

• On average, 32 employees share a common workspace in China versus 45 globally.

• Among the Asia Pacific countries surveyed, mainland Chinese organizations are the least crowded.

• In contrast, Japan has an average of 68 employees sharing the same office space — the densest in the region and more than twice that of China.

Chinese offices are less densely occupied than the global average

23

How many people do you share this space with? (for those who work in an open-plan office)

68Japan India

52Hong Kong

39Australia

37 32ChinaGlobal

45UK

48

32 45Average number of people in open space in China

people people

Average number of people in open space – Global average

24

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.

Community spaces Spaces dedicated to health and well-being

Creative spaces Spaces dedicated to collaborative working

2.1. 4.3. 5.External co-working spaces

72%

56%

69%

50%

56%

32%

51%

20%

48%

25%

Is this type of space offered by your company? (% responding yes, top five responses for China)

China

Global

25

• Chinese employees are slightly more agile within the office as compared to the global average.

• On average, Chinese office workers spend 60% of their working time at their desks, compared to 66% globally.

• This means that the average Chinese worker typically spend an additional half-hour every day across a variety of settings away from their desks (e.g., meeting rooms, colleagues’ workspaces, cafes) as compared to their global peers.

Office workers spend nearly 40% of their time away from their desks

6

9

66

12

7

7

9

6014

10

At your desk/workstation

In meeting rooms

In a meeting room or private working space for individual work

In o�ices/workspaces of colleagues

In informal workplaces (cafeteria, terrace, garden)

Global China

When you are in your company offices, what percentage of your time do you spend in the following places? (%)

26

• Less than one-third of respondents in China work from locations outside of the office regularly.

• Even when employees do work remotely, they typically work on premises belonging to the company or at client or partner sites.

• It is not common for employees to work frequently from home, “third spaces,” public transport or hotels — less than 20% of respondents in China do so at least 5 days per month.

Employees do not frequently work outside of the office

At other premises belonging to your company

On public transport or in a hotel

At client/partner sites of your company

In “third spaces” (e.g., co-working spaces,

internet café…)

At home

ChinaGlobal

0 5 10 15 20 25 30 35

12

17

14

10

16

15

17

11

27

17

Do you also work in the following spaces at least 5 days per month? (% responding yes)

Three Priorities to Drive Human Experience

27

28

EngagementThree priorities to drive experience

Fostering a sense of commitment, which drives employees’ performance and effectiveness. It is an essential ingredient for facilitating organizational change. At work, people need to feel they have a purpose, operate in a nurturing environment in a business that allows them to prioritize their personal as well as professional development.

28

2929

Chinese employees are quite engaged at work

1

40

48

11

36

61

2 1

Global China

How engaged do you feel at work? (%)

Can’t say

Not engaged

Yes, somewhat engaged

Yes, very engaged

• 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.

Proportion who completely agree with the following statements (%)

30

• Chinese employees are highly aligned with various expressions of engagement and consistently above the global response.

• The top three expressions of engagement, all of which were cited by 56% of Chinese employees, are similar in that they align the employee’s success with the company’s ambition.

• These include learning and sharing knowledge with colleagues within the company, building a career with the company and excelling and committing to its success as if it were their own project.

Chinese workers want to share knowledge and excel

I want to learn and pass on myknowledge within the company

I want to build my career andgrow within my company

I want to excel and fully commit tothe success of my company

as if it was my own project

I currently feel alignedwith my company’s vision

I currently feel goodabout my company

I want to contribute toenterprise common goals

I currently feel proud towork for my company

ChinaGlobal

0 10 20 30 40 50 60

39

40

38

37

36

45

50

34

56

39

56

40

56

44

Does the workspace provided by your company allow you to work effectively? (%)

3131

• Mainland China has the second highest level of perceived workplace effectiveness in Asia Pacific, after India.

• Nearly 50% of Chinese employees feel their workplace enables them to work completely effectively.

• This contrasts with Japan and Hong Kong, where perceptions of workplace effectiveness are among the lowest in the world.

• Nevertheless, the 50% of Chinese employees who report that the workplace is “somewhat” effective highlights an opportunity to improve.

There is a large opportunity to improve workspace effectiveness

Global

India

China

Australia

Japan

Hong Kong

Yes, somewhat No, not really/Not at allYes, completely

0 10 20 30 40 50 10060 70 80 90

125335

37 49 14

48 44 8

49 50

41 7

74 25 1

1

52

How engaged do you feel at work? (%)

32

• 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%).

Innovative workspaces are linked to higher engagement in China

1

37

61

20.5

49

50

0.5

Very engaged Somewhat engaged Not engaged Can’t say

All China respondents

China respondents with access to at least one

innovative space

3333

• Understanding the different views of ‘the haves’ (those who have access to innovative workspaces) and ‘the have nots’ (those who do not) about the impact of such spaces on workplace engagement can help companies understand what can attract and retain talent.

• The spaces identified by ‘the haves’ as having the biggest impact on engagement — community spaces, retailer space, and spaces dedicated to health and well-being — are likely to help in retaining talent in China.

• For workers who do not have access to alternative spaces, facilities for promoting health and well-being at work are at the top of the wish list, followed by spaces for small children and service desks. Adding these facilities could help to attract new talent.

Different workspaces work best for retaining talent versus attracting talentWhen employees have access to alternative work environments, the top three with the biggest perceived impact on engagement were found to be: (scored out of 5)

When employees who do not have access to alternative spaces were asked what they thought would have the biggest potential impact on engagement, they said: (scored out of 5)

4.3 4.3 4.3

5

0

1

4

2

3

Community spaces Spaces managedby well-known

retailers

Spaces dedicatedto health and

well-being

3.9 3.9 3.9

5

0

1

4

2

3

Spaces for smallchildren

Service desksSpaces dedicatedto health and

well-being

34

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? (% by level of management responsibility)

If your employer promoted the working philosophy of “horizontality” (i.e., less management hierarchy), would it have an impact on your engagement at work? (%)

• A ‘silo effect’ is prominent in China, in which enclosed single offices are occupied solely by managers.

0

10

20

30

40

50

60

70

Non-managers Managers

An enclosed single o�ice

An enclosed shared o�ice

A workstation in an open-plan

o�ice

You don’t have an

allocated personal desk

44

38

60

18

40

0 0 00

10

20

30

40

50

60

70

Global China

23

29

31

33

Positive ImpactVery positive impact

• This may be a concern as 64% of Chinese employees stated that working in a horizontal structure, rather than a hierarchical one, has a positive effect on their engagement at work.

3535

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)

0

10

20

30

40

50

60

80

70

ChinaGlobal

From an enclosed space to an open-plan space

From an allocated workstation to a hot-desk environment

42

76

60

39

• The vast majority of Chinese employees currently work in enclosed offices, yet they have a greater appetite for change than most nations surveyed.

• Three-quarters (76%) of Chinese respondents are willing to move to an open-plan layout in exchange for better workplace amenities.

• Six in ten respondents are willing to relinquish their personal workspace completely and switch to a hot-desking arrangement.

36

Three priorities to drive experience

EmpowermentGiving people a sense of control in their working environment can drive performance. Space to breathe, create and collaborate — alongside sustained opportunities for learning and excelling at work — enable organizations to build trust and transparency in the workplace, key ingredients for boosting performance and ensuring people have a sense of purpose at work.

74%

73%

73%

73%

1

34

2Corporate Democracy

Kindness

Trust

Taking Initiatives

Making decisions by consensus and sharing responsibility

Being encouraged to take initiatives without fear of being judged

Being able to rely on a kind management team

Feeling trusted by the management team

Empowering employees with corporate democracyPotential impact of selected managerial approaches on employee engagement (Rated on scale of 0=no impact to 5=very positive impact; % scoring 4-5)

3737

Perceived impact of different managerial styles on employee engagement (% reporting a positive or very positive impact)

38

56

Trust

Taking Initiatives

Autonomy

Corporate Democracy

Boldness

Kindness

Horizontality

0 20 40 60 80 100

ChinaGlobal

74

69

73

62

73

63

63

52

52

73

68

66

65

• Chinese workers generally perceive management styles to have a greater impact on employee engagement than their global peers.

• Getting staff involved in decision-making (i.e., corporate democracy) is significantly more likely to engage employees in China than it is elsewhere; it is also the top managerial approach driving engagement.

• The other managerial approaches most likely to deliver greater engagement at work in China are similar to those found globally and relate to trust, kindness and enabling employees to take initiatives.

Management styles are vital to empowering Chinese employees

My workplace should offer spaces for... (% reporting that the space is a priority)

3939

40

60

38

54

47

61

10 20 30 40 50 60 70 80 90 100

Global

Rege

nera

tion

&In

spira

tion

Gett

ing

you

to m

ove

arou

ndCo

ncen

trat

ion

China

Global

China

Global

China

0

• Employees value being empowered to switch between different types of activities — be it concentration, regeneration or movement.

• The ability to shut themselves away from potential distraction empowers employees to achieve optimal work productivity: 61% of Chinese employees view spaces for concentration as “a priority” to them.

• Regenerative spaces are also a key empowering factor — 6 in 10 Chinese employees prioritize spaces that allow them to regenerate and be inspired.

Offices should help people focus, unwind and innovate

When you are in your company offices, what percentage of your time do you spend in the following places? (%)

40

66

127 9 6

60

1410 9 7

At your desk/workstation

In meeting rooms In a meeting room orprivate working space

for individual work

In o�ices/workspaces of colleagues

In informal workplaces(cafeteria, terrace,

garden)

ChinaGlobal

30

40

20

10

0

50

60

70

While employees value spaces that promote movement, they are mostly desk-bound

• In China, the majority (60%) of working hours are desk-bound.

• However, Chinese workers are slightly more agile than their global peers — on average they spend 40% of their working time away from their desks, compared to 34% globally.

Employees who work in the following remote working locations at least once a month (% by level of engagement)

4141

• Our research reveals that the most engaged employees are also the ones that are empowered to work from alternative locations regularly.

• This effect is pronounced for employees who frequently work from “third spaces” — a much higher proportion (61%) of this group feel very engaged relative to the average across all Chinese respondents (37%).

Remote working may also boost empowerment

Yes, in “third spaces”(e.g., co-working spaces,

internet cafes…)

Yes, in other premisesof my company

Yes, from home

Average across thetotal sample

0 10 20 30 40 50 60 70

Very engaged Somewhat engaged Not engaged

61

54

57

42

61

36

2

6

2

1

37

41

42

Three priorities to drive experience

FulfillmentMaking sure work feels comfortable beyond surface-level happiness. Employee health needs to be ingrained into the vision of the organization, and creating positive experiences in the workplace will require companies to rethink their real estate and strategic direction. This should be balanced with rewards and recognition that boost a feeling of belonging and satisfaction.

43

Happiness at work creates a sense of fulfillment 1Happiness

3Recognition

2Creativity

4Personal learning and development

5Groups and community

We asked respondents in China: What creates a unique experience at work?

43

47%

51%58%

51%42%

51%38%

45%

44

19

25

26

27

28

32

32

35

36

38

42

45

47

58

12

25

24

21

16

25

34

22

43

31

54

60

53

69

Games

Technological innovation

Digital experience

Boldness

Wonder

Switching o�and meditation

Personalisation

Emotion

Inspiration

Groups and community

Personal learning anddevelopment

Recognition

Creativity

Happiness

10 30 50 70

Happiness plays a vital role in shaping experiences at work

• Happiness is consistently ranked by employees as the top ingredient for a unique experience at work — we found this to be the case not only at the global level (69%) but also in China (58%).

• Creativity, recognition and personal development are key ingredients as well — on average, at least 4 in 10 Chinese respondents rate these as a top workplace experience criteria.

• The presence of emotion and a sense of wonder are notably more important among Chinese employees than across the rest of the countries surveyed.

Criteria that would give the feeling of having a unique experience of work (% selecting as a top five criteria)

Global China

If you were moving to a new company tomorrow, what kind of structure would you like to work in? (%)

• The overwhelming majority of Chinese respondents expressed a preference for corporate environments, as opposed to working in entrepreneurial environments — 83% of employees aspire towards a career in a large corporation, far higher than the global average of 61%.

• Autonomous modes of employment, such as self-employment (1%) and “intrapreneurship” (4%), are not as appealing to Chinese employees. This is significantly lower than the global average (9%) for either.

• We found similar results in Japan, another Asian country influenced by Confucianism, and its emphasis on structure and hierarchy.

Working for large corporations holds the most appeal for Chinese employees

Be an employee in a large corporation

Be an employee in a large corporation but work in a start-up environment

Be an employee in a SME

Become self-employed or an independent worker

Be an “intrapreneur”

Work in a start-up

7 4

9

4

40

14

9

1

21

14

69

8

Global China

45

If you were moving to a new company tomorrow, what kind of structure would you like to work in? (%)

46

• Younger Chinese employees show a clear preference for workplaces found in large corporations — 76% of millennials in China specified large corporations as an ideal type of organization to work for, as compared to 50% of those above 35 years old.

• These findings show that organizations should avoid the common generalization that millennials gravitate towards entrepreneurial, less structured environments — more work needs to be done to anticipate the shifting expectations of the millennial workforce.

Millennials prefer corporate environments

76

16

41 1 1

50

21

127 6 3

Be an employee in a large

corporate

Be an employee in a large corporate,

but work in a small team, in a start-up

environment

Be an employee in a SME

Be an “Intrapreneur”

Work in a start-up Become self-employed

18-34 years old (Millennial generation) >35 years old

80

0

20

40

60

Interest in the creation of a new role for enhancing employee well-being and workplace experience (%)

• There is enthusiasm in China for appointing a Chief Happiness Officer or Experience Director, with direct accountability for enhancing employee well-being and experience.

• Chinese employees collectively agree (99%) that it would be a good idea to have such a function, higher than the global average of 87%.

Employees are keen on creating a new role to drive experience at work

A very good idea Quite a good idea Quite a bad idea A very bad idea Can’t say

47

1

91

33

3

54

50 49Global China

Conclusion & Key Takeaways

48

Key Findings

Human Experience in real estate is a key differentiator for how employees

interact with an organization, and it should therefore play a key role ― both strategically

and operationally, to drive engagement, empowerment and fulfillment.

49

Key Findings

At an average of 32 people sharing an open space,

workplace density is generally lower in China as compared to

the rest of the world.

Two-thirds of Chinese workers would like to see less

hierarchical structures at work, with workplaces that encourage more direct contact and mixing

with senior staff.

A work environment that fosters innovation, relaxation

and movement as well as concentration is highly desirable

to Chinese workers.

81% of Chinese employees work in enclosed offices (whether

private or shared).

High appetite for change is present, with three-quarters of respondents stating that

they are ready to trade workspace layouts.

Innovative spaces are widely offered in China — the

proportion of respondents with access to each space type is

consistently higher than globally.

Traditional corporations are the most attractive to Chinese workers, and especially so for

younger respondents.

Less than one-third of respondents in China work

from locations outside of the office regularly.

Nearly all Chinese respondents would like to see their

companies appoint a corporate officer dedicated to enhancing

employee experience and well-being at work.

Workplace engagement is relatively high, with 97% of

respondents saying they are engaged at work.

On average, Chinese office workers spend 60% of working

hours at their desks.

Managerial styles based on corporate democracy, trust,

kindness and taking initiatives could substantially raise

engagement levels at work.

Human experience as a key differentiator to drive engagement, empowerment and fulfillment

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Recommendations for CRE in China

Empowerment• Build a workplace culture centered around trust and other

organizational values and leadership principles that resonate with staff.

• Explore opportunities to facilitate greater employee mobility and agility (e.g., the ability to plug and play anywhere in the office).

• Provide environments where employees can easily switch between different settings that meet different needs such as concentration, regeneration or innovation.

• Offer opportunities to work remotely from alternative locations from time to time.

will drive change

Fulfillment is the new happiness• Evaluate the benefits of a new role to improve workplace experience

and well-being.

• Consider spaces and amenities designed intentionally to encourage fun at work and to evoke joy.

• Explore amenities and services that cater to the well-being of your employees, from meditation space to medical centers.

Engagement• 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.

must come first

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References

1. Oxford Dictionary http://www.oxforddictionaries.com/definition/english/experience

2. Toward a Working Philosophy of Adult Education, Jerold Apps, Publications in Continuing Education https://archive.org/stream/ERIC_ED078229/ERIC_ED078229_djvu.txt

3. Experience — What is it?, Shmuel Erlich, International Journal of Psychoanalysis http://psychology.huji.ac.il/.upload/articles/erlich1.pdf

4. Interface as a Medium: Creating Effective Visual Services through a User-Experiences Perspective, Tingyi Lin, Proceedings of the Third International Conference on Design, User Experience, and Usability. User Experience Design for Diverse Interaction Platforms and Environments

5. Achievment Motivation: Conception of Ability, Subjective Experience, Task Choice, and Performance, John Nicholls, Psychological Review http://gribouts.free.fr/psycho/menace%20du%20st%E9r%E9o/nicholls%20-%20 malleable.pdf

6. Two Conceptions of Subjective Experience, Justin Sytsma and Edouard Machery, Philosophical Studies http://philsci-archive.pitt.edu/4888/1/Two_ Conceptions_of_Subjective_Experience.pdf

7. Motivation and Academic Achievement: The Effects of Personality Traits and the Quality of Experience, Mihaly Csikszentmihalyi and Maria Wong, Applications of Flow in Human Development and Education http://link. springer.com/chapter/10.1007%2F978-94-017-9094-9_22

8. Experience Economy—How to survive in the 21st century, ExBased Project, Lifelong Learning Program (European Commission) http://www.exbased.eu/media/520/Experience%20Economy_ExBased.pdf

9. The New Everyday: Views on Ambient Intelligence, Emile Aart and Stefano Marzanom, 010 Publishers http://www.amazon.com/The-New-Everyday- Ambient-Intelligence/dp/9064505020

10. What Makes a Great Customer Experience?, Fred Lemke, Hugh Wilson, and Moira Clark, Cranfield Customer Management Forum http://www.som.cranfield.ac.uk/som/dinamic-content/media/Yvonne/What%20makes%20a%20great%20customer%20experience%20with%20front%20.pdf

11. Marketing in the ‘Total Experience’ Economy, Alex Frias, Forbes http://www.forbes.com/sites/theyec/2014/10/30/marketing-in-the-total-experience-economy/#7adc09202b55

12. The connected employee experience, Technology Institute, PwC https://www.pwc.com/us/en/technology/publications/assets/pwc-technology- connected-employee-experience.pdf

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Contacts

Claire Stephens Local Director, Workplace Strategy JLL Corporate Solutions

claire.stephens@ap.jll.com

Julien Zhang Head of China Global Managing Director, JLL North China

julien.zhang@ap.jll.com

Susan Sutherland Head of Research Asia Pacific, JLL Corporate Solutions

+ (65) 9771 7938susan.sutherland@ap.jll.com

Jordi Martin APAC CEO, JLL Corporate Solutions

jordi.martin@ap.jll.com

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