Developing the post-COVID workplace - What is happening now: an update from the field - Colliers
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Occupier Services | EMEA
Workplace Advisory
Developing the
post-COVID
workplace
What is happening now:
an update from the field
Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
an update from the field an update from the field
Introduction
Globally, the COVID-19 crisis has dramatically impacted the way
we work, and we believe this shift will affect not only how we work
in the short-term but will have far-reaching effects on work and
the workplace. In our report ‘Exploring the post-COVID Workplace’
published in 2020, we shared our data on how organisations
and people are experiencing remote working. We also explored
the post-COVID workplace and discussed how the physical
workplace, technology and behaviours might change. Almost a
year later, coronavirus is still here. Organisations have started
strategising, resizing and rebalancing their offices to suit the needs
of a post-COVID world. In this report we will share insights on how
organisations are strategising for the future.
The Colliers Workplace Advisory team is at the forefront of
workplace change, working in the field with hundreds of
organisations to transform offices based on the experiences
gathered, and opportunities afforded, from COVID-19. We see
that our clients have different approaches for developing post-
COVID workplace strategies, and are transforming in different
ways and at different speeds.
How are organisations strategising and what choices do
they make? In this report, we will provide a snapshot of how
Written by
organisations are developing their plans and share common
themes for workplace transformations. We will examine:
JanJaap Boogaard
Director and Head of EMEA Workplace Advisory • What are the key drivers and goals for workplace change?
MOB +44 7544 163808 • What is the balance organisations strike between working
janjaap.boogaard@colliers.com from the office and working remotely?
• What are the approaches that organisations take to develop
the future workplace?
Sven Moller
Director EMEA Workplace Advisory • Emerging themes in workplace transformations: how is the
office transforming and what is the role of technology?
MOB +44 7496 220476
sven.moller@colliers.com
2 Occupier Services | EMEA Workplace Advisory Occupier Services | EMEA Workplace Advisory 3
Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
an update from the field an update from the field
Exploring the Report:
‘Exploring the post-
post-COVID COVID-19 workplace’
workplace
based on initial
experiences with
remote working
due to COVID-19
2020
Developing the Report:
‘Developing the post-
post-COVID COVID workplace – an
workplace update from the field’
2021-2022 (this report)
Our shared
journey
Experiencing Report:
‘Experiencing and
and testing
Occupier Services | EMEA
Workplace Advisory
testing the post-COVID
the post-COVID workplace’ – trial and
workplace error, identifying,
implementing and
>2021 optimising the best Experiencing
solutions and testing the
post-COVID
workplace
Trial and error: identifying,
implementing and optimising
the best solutions
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Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
an update from the field an update from the field
Drivers and goals
behind post-
COVID workplace Organisational goals and objectives
strategies When developing future workplace strategies it is important to start by identifying the
key business goals, what you want to achieve as an organisation, and how can the
workplace contribute to that?
In the Colliers Workplace Expert tool, people are asked to select their most important
business goals. The below overview provides insight into the goals that organisations
select for their future workplace.
A data snapshot from Colliers
Workplace Expert
GOALS THAT ORGANISATIONS SELECT WHEN DEVELOPING
THEIR POST-COVID WORKPLACE STRATEGIES (IN %)
Colliers is working with many organisations to develop
post-COVID Workplace strategies. Besides sharing
20/05/2021, 11:10
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common themes from our projects we would like to share
7% Wellbeing 9% Attract and Retain Talent
! Your Key Goals data from the Colliers Workplace Expert tool. Workplace
Expert is a free online tool developed by Colliers that
5% Sustainability 5% Brand Expression
Select the 4 most important
organisations use to identify what workplace best suits 11% Productivity 7% Client Focus
business goals that you want your
workplace to impact on.
their business in the future.
Flexibility Innovation
Brand
Expression Workplace Expert asks questions about business 8% Innovation 9% Collaboration across Teams
characteristics, goals, brand and future work locations.
Collaboration Client
Sustainability
Based on these inputs it provides high level insights of 14% Flexibility 10% Collaboration within Teams
within Teams Focus
what work environment in what workplace type and size
best suits an organisation. 7% Employee Engagement 9% Cost Reduction
Attract
and Cost
Retain
Talent
Reduction
Wellbeing
More than 4,000 professionals globally have used
Workplace Expert during the pandemic.
Here we will share a snapshot of the data gathered in
Employee Collaboration
Productivity
Engagement across Teams
regards to business goals and vision of remote working.
It is important to note that data may change over time. It is Balancing efficiency and effectiveness
problematic to draw final conclusions based on data that Cost reduction is important for many organisations, but often not seen as a standalone
has been collected during the pandemic period, as it may goal. Most organisations set the ambition to create an office that positively impacts on
not be representative of future sentiment. We will keep business performance, which is likely to have a larger positive financial impact than pure
Focusing on the right monitoring, measuring and comparing results to identify
questions: inputting your key cost reduction. Many organisations want to control costs and ensure that offices are
goals in Workplace Expert how data changes over time. However, this provides an efficient, preventing an oversupply of space.
initial view of how organisations are thinking and provides
insights into what direction companies are heading.
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Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
an update from the field an update from the field
Where you work
– finding the right
balance Organisations that use Workplace Expert to develop their initial, high-level workplace
requirements are asked to define the future balance between working from the office,
from client locations and from home. The below overview provides insight into the
expected balance between working inside and outside the office recorded during
the last six months. You can see that despite the various stages of the pandemic the
expected levels of remote working has remained consistent.
BALANCE WORKING FROM THE OFFICE VERSUS OUTSIDE THE OFFICE,
DATA COMPARISON PER MONTH (IN%)
A data snapshot from Colliers 32 11 57
Workplace Expert November
33 10 57
Finding the most effective balance between working December
from the office and working remotely post-pandemic is
arguably the most pressing question organisations face.
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Where You Work
34 13 53
! Where You Work Significant research has been completed throughout the
! Where do you expect your
January
Where do
employees to you
workexpect
in theyour
future? pandemic to identify the organisational desires to work
employees of
Percentage to total
work working
in the future?
time –
remotely post-pandemic. It is remarkable how consistent
Percentage
answersofmust
totaltotal
working time –
100%.
answers must total 100%. the research is. Our own data collected in 2020 shows a 35 11 54
From the o!ce
desire to work approximately half of the time from the February
From the o!ce
CHOOSE ONE
CHOOSE ONE
office and half the time outside of the office. It is also
recognised that a one-size-fits-all approach does not suit 33 10 57
From home or other location all businesses. Different business and activity patterns March
From home
outside or other location
the o!ce
outside the o!ce require different approaches. Further, the quality of the
CHOOSE ONE
pre-COVID office environment plays a role in the desire to
33 10 57
CHOOSE ONE
work remotely post-COVID.
April
From the client/partner o!ce (s)
From the client/partner o!ce (s) Most research on remote working is based on surveying
CHOOSE ONE
CHOOSE ONE managers and employees, but what numbers are
organisations actually using now to strategise and Working from home
determine their future workplace requirements?
Working from clients or partners
Working from the company office
Understanding the balance
between working inside and
outside the office: inputting
where you work in Workplace
Expert
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Developing the Developing the
post-COVID post-COVID
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What is happening now: What is happening now:
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Where you work – sector and
geographic comparisons
Limited differences are identified between BALANCE WORKING FROM THE OFFICE VERSUS REMOTELY PER REGION (IN%)
regions.
Differences per industry have been identified. Organisations
APAC 30 12 58
in the Public sector and Transport & Logistics sector
strategise their future workplace requirements based on a Canada 34 10 57
higher presence in the office (>68 percent working from the
EMEA 33 12 56
office) compared to other industries.
LATAM 36 13 51
Organisations in the Retail, Professional Services, Energy
& Utilities and Automotive sectors strategise based on the USA 35 10 54
lowest presence in the office (
Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
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The first approach relates to organisations who Advantages
develop and implement new workplace strategies
• Use momentum and implement change at a time
and designs before their people return to the
where people are arguably more open to a new
office. Organisations taking this approach:
experience
1 Develop the post-COVID workplace strategy
Plan and adapt • Reduce the risk that people fall back into their
and design
before people old habits and behaviours
2 Resize and refurbish the office before people
start returning to get back
the office Disadvantages
3 Measure the experiences and impact on • Potential lack of flexibility
business performance when people are back
• Challenging to predict the future, role of the
4 Further edit the future post-COVID workplace
post-COVID office. Most appropriate balance
to suit
between home and the office is likely to be
subject to change over time
The second approach relates to organisations Advantages
who decide not to fully change their office(s)
• Provides the ability to test and experiment
before people return. Instead they opt to create
Workplace Pilot, experiment
pilot areas or buildings to test new workplace
solution designs, technologies and behaviours.
Organisations taking this approach:
• Collects data on what does and does not work in
order to make better data-driven decisions in the
future
scenario planning and adapt 1 Create pilot areas
2 Test new workplace solution designs,
Disadvantages
technologies and behaviours • The potential risk that people fall back into old
behaviours and habits when they return to the
3 Measure the experiences and impact on
office
business performance when people are back
• Additional investments required to create pilot
4 Develop the future post-COVID workplace areas
strategy based on pilot learnings
Workplace Expert data provides a snapshot of the direction
that organisations are taking when strategising for their
future workplaces. We see organisations taking different The third approach relates to organisations who Advantages
approaches for developing and implementing post- decide not to change the workplace and not
• The ability to collect data regarding what does
to invest in pilot areas. Instead organisations
pandemic workplace strategies. We see three different wait until more data comes in regarding remote
and does not work
types of approaches. The choice for the approach depends working experiences and future role of the office. • No need for short-term investment
on the wider organisational strategy and on real estate Wait, evaluate Organisations taking this approach:
related events and opportunities (e.g. lease breaks). and learn 1 Keep the office in pre-COVID configuration Disadvantages
2 Measure the experiences and impact on • The risk that people fall back into old behaviours
business performance when people return and habits when they return to the office.
Organisations could find transformational
3 Develop the future post-COVID workplace
resistance from employees if they delay
strategy based on employee feedback and
implementing changes at the point of the return
external research
to the office.
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Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
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The Colliers Workplace 4B Model
The Colliers Workplace Advisory team is working with many organisations to develop
and implement post-COVID workplace strategies. What are the common themes at
organisations who have started transforming their offices and workplaces? Here we
provide a snapshot of changes that organisations are implementing, which relate to
the physical workplace, technology, behaviours and brand.
Emerging themes Bricks Bytes Behaviour Brand
Physical Digital Experience Identity
in workplace
transformation ©2021 Colliers
There is no one-size-fits-all approach.
Different organisations make different
choices based on their specific business
goals, work patterns, and culture.
It is critical to assess your own business
characteristics and identify themes that
suit your organisation’s specific needs.
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Developing the Developing the
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What is happening now: What is happening now:
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Typical pre-COVID office Individual work and collaborative work
• Typically individual work was performed from a workstation
Facilitating individuals to find the in open plan and collaborative activities were performed in
meeting settings (enclosed or open).
right work setting for their activities. Collaboration
performed in meeting
Individual work
performed at Team areas
settings workstations
• Most organisations had team areas, consisting of workstations,
which served as the ‘home base’ for a team. These areas were
often fixed areas on a floor.
Functionality
• Many ‘activity-based workplaces’ were designed to facilitate
specific activities, e.g. meeting rooms for meetings, focus
rooms for focused work, telephone booths for phone calls, etc.
• Organisations faced challenges when activities changed over
time. Many were implementing continuous refurbishments to
ensure that the workplace remained aligned with the changing
business needs.
Personalisation
• The workplace offers a customised experience for employees
through dedicated areas and desks which were often
personalised.
DRAWING BY ELIZABETH WRIGHT, WORKPLACE CONSULTANT AT COLLIERS
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Developing the Developing the
post-COVID post-COVID
workplace workplace
What is happening now: What is happening now:
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Post-COVID office Individual work and collaborative work
• Individual work, where possible, will be performed from home
Facilitating teams to find the right Individual work Collaboration or specifically allocated areas (e.g. focus rooms, library space).
performed at home or in performed in
work settings for their separate multifunctional the (semi) open
• Collaboration and team work will be perform from collaborative
settings in the (semi) open space.
team collaboration. spaces space
Team areas
• Team areas are flexible. It is important for teams to have a
‘home base’, but the location and size of the home base could
change over time depending on the number of people in the
office and specific project needs.
• Furniture and equipment is moveable so various arrangements
can built up and built down rapidly to suit changing needs.
Functionality
• All settings are multifunctional and the function of areas could
Active virtual meetings change over time, e.g. enclosed room could be at one moment
performed in in time a silent space for focused work, another moment
acoustically isolated facilitating hybrid meetings, and at another moment opening
spaces up for a town hall.
• Technology like dynamic lighting and video walls / projections
can be used to change the look and feel of the space to ensure
the environment is intuitive to use.
Personalisation
• The workplace offers a personalised experience for employees
through team areas that can potentially be personalised.
DRAWING BY ELIZABETH WRIGHT, WORKPLACE CONSULTANT AT COLLIERS
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Future mixed reality office Individual work and collaborative work
• Individual work will be performed from home or specifically
Integrating the virtual and physical Individual work Hybrid work performed Multifunctional mixed
allocated physical or virtual areas (e.g. focus rooms, library
space, virtual library via virtual reality).
world and facilitating distributed performed at home or
in specific physical or
with people joining
remotely as holograms
reality office blending
physical and virtual • Collaboration and team work will be performed from
teams to work together. virtual areas realities collaborative settings in the (semi) open space or remotely
• People joining remotely appear as holograms of themselves,
motion-sensored head and movements which enables non-
verbal communication, body language interpretation, and
more.
Team areas
• It is important for teams to have a ‘home base’. Team areas
are flexible, and can be physically in the office or virtual. The
physical and virtual world are completely integrated. The virtual
team area offers the same experience as the physical team
area in the office. The physical team area is highly flexible and
adaptable.
• Depending on number of people in the office and specific
project needs, the location and size of the team areas
continuously changes.
Functionality
• The entire office is multifunctional. The design and physical set up
of the office is standardised and generic.
• Virtual and augmented reality will be used to make the spaces
hyper adaptable which enables organisations to instantly change
the complete look and feel, functionality and experience of the
office without the need for any refurbishments. The office fully
Personalised experience adapts to the needs of the users.
through technology (e.g.
Personalisation
augmented reality)
• The workplace offers a personalised experience for employees
through technology, e.g. adaptable work settings which
recognises the user through swipe cards and adjusts to
preferred personal settings like temperature, light, personal
photos, etc.
DRAWING BY ELIZABETH WRIGHT, WORKPLACE CONSULTANT AT COLLIERS
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Emerging themes A. Individual decision A. SIGNIFICANT DIFFERENCES OVER THE WEEK
Significant buffer
Organisations leave the choice as to when to work
in workplace remotely entirely up to the individual.
space required
transformation Potential advantages
• Full flexibility for individuals to decide where to work
Potential disadvantages
Implementing strategies for
• Significant buffer space is required to be able to accommodate
managing office occupancy
peaks in occupancy e.g. many people come in on Thursdays
Organisations are developing and and work from home on Fridays
Mon Tue Wed Thu Fri
implementing different approaches • Potential challenges in bringing teams together to connect and
for managing the balance between collaborate
working inside and outside the office.
We see three approaches. B. Team decision B. MODERATE DIFFERENCES OVER THE WEEK
Moderate buffer
Organisations leave it to teams to decide when to come space required
to the office and let teams coordinate between and
across themselves.
Potential advantages
• Fosters team cohesion and performance
Potential disadvantages
• Requires buffer space to manage peaks and troughs
• Reduced flexibility for individuals as they defer to team needs
Mon Tue Wed Thu Fri
C. Organisation decision
Organisations use a more prescriptive model, creating
clear schedules for when people and teams can come C. EQUAL SPREAD OF OCCUPANCY OVER THE WEEK
Limited buffer
in and aim for a flatter occupancy curve over the week. space required
Potential advantages
• Most efficient use of space since less buffer space is required
for occupancy peaks
Potential disadvantages
• Limits flexibility for people and teams to come in when they
want and need to
• Potentially reduces ad-hoc collaboration, connections and
Mon Tue Wed Thu Fri
serendipity
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Emerging themes
in workplace
transformation Connecting booking apps with occupancy Inclusion in mixed presence meetings Less space per headcount, more space per work
analytics platforms point
As the office is expected to become more collaborative It is business critical to support ‘mixed presence’ Due to the changing balance between remote
and dynamic, the need to book spaces and settings collaboration when employees return to the working and working from the office, organisations
requires technology to support employee mobility. office. It is natural that people communicate more are resizing their offices. Most organisations that
This is increasingly being achieved through the with co-located people at the expense of remote are currently transforming offices are reducing the
combination of booking apps with occupancy analytics people, which results in a potential imbalance number of workstations (on average by 20-40%),
platforms. Beyond providing basic workstation and/ in collaboration. This imbalance needs to be but increasing the amount of space per workstation
or area booking, these tools also begin to provide addressed by physical and technological enablement. to allow for a less dense environment, and to
additional features, including: Organisations are exploring options including: create more additional collaborative work settings.
Depending on the pre-COVID workplace metrics
• Insight into live availabilities of spaces • Large vertical digital displays interspersed equally
and ‘work from home’ strategy, this could lead to
around circle (in circular spaces or rooms).
• Visualisations and mapping of individuals/teams in space reductions.
the office and occupancy levels • Faces are shown on the displays so virtual
participants are on equal footing to those who are
• Recording of the occupancy trends and percentages in person
to adjust the need for the future
• Digital whiteboards. People can wirelessly connect
• In the future, predictive and dynamic analytics their devices to, allowing them to share and mark-
will likely be added by suggesting workstations or up content in real-time Increased number of enclosed work settings
spaces based on previous work patterns
• Multiple cameras and microphones located around
the space enabling all participants to feel included Across EMEA organisations pre-COVID dedicated
It is business critical to support ‘mixed presence’ on average 10-30% of the office space to enclosed
collaboration when employees return to the office. spaces (e.g. enclosed offices, focus rooms, phone
It can also be addressed through agreed behaviours, booths). In post-COVID workplace strategies we see
such as: an increase in enclosed and semi-enclosed spaces to
facilitate virtual and hybrid meetings.
• All planned meetings by default are virtual first
• Organisation of fixed team ‘in office’ days
24 Occupier Services | EMEA Workplace Advisory Occupier Services | EMEA Workplace Advisory 25Developing the Developing the
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Emerging themes
in workplace
transformation Team home bases: flexible working within team Facilitate both collaboration and individual work
home base in the office
Most organisations that are transforming offices Although it is likely that people will come more to
decide to create team areas or home bases. Team the office to collaborate, most organisations still
areas can be seen as the ‘home base’ for a team want to facilitate individual work activities at the
or cluster of teams. However, it is often not a fixed office as well. Work is often a blend of collaborative
dedicated area; people are stimulated to work from and individual activities, which makes organisations
other areas as well, to connect and collaborate with decide to continue to create individual work settings
people from other teams. A team area does not and focus spaces. However, offices are becoming
necessarily have to be a fixed physical area in the more collaborative. On average, up to 70 percent of
office. It could potentially change (on a daily, weekly office space pre-COVID was allocated to individual
or monthly basis) based on when and how often team work settings. In post-COVID workplace strategies it
members come to the office. Instead of a fixed area, it is rebalanced to on average between 20-40 percent
could also be a team area that is booked for a specific for individual settings and between 60-80 percent
period of time (e.g. based on project duration). The for collaborative settings. This differs between
main drivers behind creating these areas relate to the organisations and industries.
ability to find colleagues, create a feeling of belonging,
and ensure that the right colleagues can sit together DIFFERENCES BETWEEN INDIVIDUAL AND COLLABORATIVE
at the right moment. Within the home base most SPACE
organisations implement maximum flexibility, with no
individually dedicated desks. 70 30
Pre-COVID
30 70
Post-COVID
Individual workplaces
Collaborative workplaces
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Colliers Workplace Advisory
The Colliers Workplace Advisory team is specialised
in developing workplaces that accelerate the success Hybrid Working Analytics
of organisations.
The team starts the workplace envisioning by Riding the hybrid working curve
developing an understanding of your organisation:
It is challenging to define at this moment in time
business goals, working patterns and culture will be
what the exact right balance will be between remote
analysed. We also work with you to define a way of
working and working from the office. Also the exact
working and work environment/s characteristics that
impact on the workplace is not crystalised yet. When
positively impact on your business’ goals. The team
people start returning to the office more consistently
can also develop and execute change management
there will be a period of ‘trial and error’. It is critical to
strategies to ensure that a transformation in ways
collect data to measure the experiences and impact
of working is fully embraced by management and
on business performance.
employees. The Colliers’ approach is highly flexible,
based on your organisation’s context and needs, Colliers has developed a ‘Hybrid Working Analytics’
the relevant approach and activities can be selected methodology to measure the experiences and
together. collect best practices when people start returning
to the office. Based on your organisation’s context
Call to action and needs different research packages are offered
and include activities such as surveys, occupancy
tracking, activity measurements, retrospectives
Now is the time to rethink the office! and more. The methodology can be connected
to existing research tools such as surveys and
The experiences from COVID-19 will change the way
occupancy tracking technology.
we work in the future. There will be a stronger focus
on combining working from the office with working Colliers ‘Hybrid Working Analytics’ enables
remotely. Offices will become social meeting places organisations to measure the post-COVID
to collaborate, connect and socially interact with workplace experience and the impact on business
teams. This brings great opportunities to strategically performance. It will enable organisations to develop
rethink the way your organisation works and rethink data driven workplace strategies in a post-COVID
the workplace. There is no one-size-fits-all solution. world.
The Colliers Workplace Advisory team is here to help
identify and develop your workplace of the future.
28 Occupier Services | EMEA Workplace Advisory Occupier Services | EMEA Workplace Advisory 29Developing the Developing the
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About About Colliers
the authors
JanJaap Boogaard
Colliers is a leading real estate professional
Director and Head of EMEA Workplace Advisory services and investment management
company. With operations in 68 countries,
JanJaap is leading the Workplace Advisory team at Colliers our more than 18,000 enterprising people
across Europe, Middle East & Africa. The team consists of more
than 90 workplace and change advisors that help organisations
work collaboratively to provide expert
develop efficient workplaces which enable organisations to work advice to maximise the value of property
productively. JanJaap has a background in Organisation Studies
and worked as a strategy consultant before joining Colliers in 2012. for real estate occupiers, owners and
Since that time he has developed workplace strategies for clients investors. For more than 25 years, our
across EMEA and the Americas. He is also a mentor in the Techstars
Proptech Accelerator programme, mentoring Property Technology experienced leadership team, owning
start-ups. In response to the COVID-19 pandemic the Workplace approximately 40% of our equity, has
Advisory team is working with many organisations developing long
term real estate and workplace strategies taking into account the delivered compound annual investment
impact of the pandemic.
returns of almost 20% for shareholders.
In 2019, corporate revenues were more
than $3.0 billion ($3.5 billion including
affiliates), with $33 billion of assets
Sven Moller under management in our investment
Director EMEA Workplace Advisory management segment.
Sven is an experienced workplace strategy leader, based in London, and operates across
Europe, Middle East & Africa. Prior to his current role, Sven led Workplace Advisory
for Colliers in Australia. Sven has a background in workplace design, architecture
and real estate. At 22, whilst still studying, Sven designed his first office HQ for one
of Australia’s leading fashion companies. This proved to be the beginnings of a strong
passion for workplace and how people work. He has developed and delivered workplace
transformation projects across EMEA, APAC and the Americas.
30 Occupier Services | EMEA Workplace Advisory Occupier Services | EMEA Workplace Advisory 31Disclaimer
This document has been prepared by Colliers for
advertising and general information only. Colliers
makes no guarantees, representations or warranties
of any kind, expressed or implied, regarding the
information including, but not limited to, warranties
of content, accuracy and reliability. Any interested
party should undertake their own inquiries as to
the accuracy of the information. Colliers excludes
unequivocally all inferred or implied terms, conditions
and warranties arising out of this document and
excludes all liability for loss and damages arising there
from. This publication is the copyrighted property of
Colliers and/or its licensor(s).
©2021. All rights reserved
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