Inconveniences related to office space, tools, and support services affect employees’ daily experience. Before choosing ways to improve the office, businesses need to assess the workplace experience to understand employees’ needs, identify the causes of problems, and define the scope of any changes.
1. What is workplace experience?
Workplace experience is the overall perception employees form through their interactions with the office environment, technology, services, and people during their daily work. It is reflected in how easily they can find a suitable place to work, use the tools they need, collaborate with colleagues, and get support when necessary.
2. Why does workplace experience matter?
Workplace experience reflects how well the office supports employees in carrying out their work. Recurring difficulties with the space or tools can affect individual tasks and collaboration across teams.
2.1. Supporting focus and reducing work disruptions
The ability to focus partly depends on the conditions required for each task. Ongoing conversations, a lack of privacy at workstations, or equipment that frequently malfunctions can force employees to interrupt their work.
Recording recurring inconveniences helps businesses identify issues that need attention. After making changes, they should review the results through employee feedback and actual usage data. Any conclusions about potential productivity gains should be based on evaluation results.
2.2. Enabling collaboration and connection among employees
Suitable spaces for discussion and reliable communication tools help employees share information while working together. In meetings with remote participants, both in-office and remote attendees need to see and hear clearly and have the opportunity to contribute.
Brief conversations and shared breaks also give colleagues opportunities to connect. Group activities should respect individual privacy needs and differences in how people prefer to interact.
2.3. Contributing to employees’ perceptions of and engagement with the business
Tools that meet employees’ needs and timely support can contribute to a positive perception of the business. The way feedback is received and addressed also helps employees understand whether their needs are being heard and considered.
Engagement also depends on compensation, management practices, workload, and development opportunities. When reviewing employee retention, businesses should assess the role of workplace experience as part of the broader employee experience.
3. Factors that shape workplace experience
Workplace experience depends on several interconnected factors. Grouping them helps businesses identify whether an inconvenience relates to the space, tools, services, or rules for using the office.
3.1. Workspace and comfort conditions
The floor plan, furniture, lighting, acoustics, temperature, and ventilation affect how employees experience the office. Whether these conditions meet their needs should be assessed in relation to the activities taking place, the number of people using the space, and the time of day.
An area suitable for brief discussions may be inconvenient for work that requires concentration. Businesses should account for both shared needs and the specific requirements of each group.
3.2. Technology and work tools
Networks, devices, software, and room booking systems affect employees’ ability to start and continue their work. The user experience also depends on access, ease of use, and compatibility between tools. Employees need to know how to use them and whom to contact when problems arise. Technology that suits a task can still disrupt work if employees lack instructions or support.
3.3. Office services and operations
Cleaning, maintenance, reception, and equipment support are part of the everyday workplace experience. Service quality is reflected in how easily employees can use the space and how requests are handled. Amenities also need to remain operational after they are introduced. A break area or phone room may not meet employees’ needs if its equipment is broken, the space is unclean, or it is frequently unavailable.
3.4. Workplace rules and interactions
Rules for booking rooms, using quiet areas, receiving visitors, and sharing equipment help employees understand how to use the office. These rules should be easy to find, simple to follow, and suited to the way work is organized.
Communication and support among colleagues, managers, and operations teams also contribute to the workplace experience. Businesses should make it easy for employees to raise concerns and receive clear responses.
4. How does office design support workplace experience?
Office design determines how space is arranged, which furniture is selected, and how infrastructure is organized to meet usage needs. Each design option should support specific employee activities and suit the office’s operating conditions.
4.1. Planning space for focus, discussion, and privacy
Office layout planning should be based on each department’s activities and the demand for different areas at the same time. Discussion areas, meeting rooms, and quiet workspaces should be positioned according to how employees work together.
The level of separation between spaces depends on privacy, security, and collaboration requirements. For shared spaces, businesses should check how easy they are to reach and use, and whether enough capacity is available during busy periods.
4.2. Managing noise, lighting, and comfort conditions
Assessing comfort conditions requires reviewing the layout and checking actual operating conditions:
- Noise: Consider the location of noise sources and circulation routes in relation to focused work areas.
- Lighting: Plan lighting for the activities taking place, and check for glare on screens or at workstations.
- Temperature and ventilation: Assess conditions by area, time of use, and number of people present.
- Comfort feedback: Compare reports of heat, cold, or stuffiness with the operating condition of building systems. Arrange a technical inspection when needed.
4.3. Arranging furniture and infrastructure for ease of use
Desks, chairs, storage, and routes to different areas should suit the people using them and the work being carried out. Power outlets, network connections, and presentation equipment should be placed for convenient access, reducing the need for extension cables or awkward movement.
When selecting furniture and equipment and planning their installation, businesses should consider maintenance and future adjustments. User guidance and maintenance should continue after the fit-out is complete so the space can keep meeting actual work requirements.
5. The employee experience throughout a workday
Tracking daily activities helps businesses identify when and where inconveniences arise. The activities to review will depend on employees’ schedules and how they use the office.
| Activity | Experience to assess | Inconveniences to record |
|---|---|---|
| Arriving at the office and finding a place to work | Ease of access, finding the right location, and finding a suitable space | Difficulty finding rooms, insufficient space, or booking information that does not match actual availability |
| Starting work | Condition of desks and chairs, equipment, and connectivity | Malfunctioning equipment, missing connections, or an inconvenient workstation |
| Meetings, calls, and collaboration | Ability to find a suitable space, hear clearly, and share information | Booking conflicts, lack of privacy, noise, or audio and video problems |
| Taking a short break and using amenities | Accessibility, cleanliness, and availability | Overcrowded break areas, poor cleanliness, or equipment awaiting repair |
| Requesting support and giving feedback | Reporting channels, responsible contacts, and follow-up | Difficulty finding the right team, requests being redirected multiple times, or unclear resolution timelines |
6. How to measure workplace experience
Measuring workplace experience requires combining employee perceptions with data on space usage and office operations. Before collecting data, businesses should define the issues they want to assess and the questions they need to answer.
6.1. Collecting feedback by activity and user group
Surveys should relate to specific activities, such as focused work, meetings, calls, short breaks, or support requests. Questions should clarify how well the space, tools, and services support each activity, what difficulties employees encounter, and how those difficulties affect their work.
Businesses can analyze responses by job type, office attendance schedule, or area used. In small groups, specific feedback details may make respondents identifiable. Results should be compiled and presented in a way that protects personal information.
6.2. Observing how employees use workstations, meeting rooms, and amenities
Combining direct observation with booking data helps identify areas that are often short of space or rarely used. Monitoring should cover periods with different levels of demand.
Room bookings should be compared with actual use, including whether the room was used and how many people attended. Even in areas with high usage, businesses still need to assess whether the space meets demand and provides adequate comfort and privacy.
6.3. Tracking incidents and the quality of operational support
Repair requests, equipment complaints, and recurring incidents can reveal difficulties employees encounter while using the office. The responsible team should record the issue type, location, time, and resolution.
Response times and recurring incidents provide a basis for reviewing support quality. If few complaints are reported, businesses should check whether employees can easily access the feedback channel and feel comfortable using it.
6.4. Comparing data to identify issues that need attention
Comparing different data sources helps identify inconveniences and assess the evidence behind possible causes. When comparing results before and after a change, businesses should use comparable questions, assessment scopes, and data collection conditions.
| What needs to be understood | Data sources | Limitations when interpreting results |
|---|---|---|
| Which activities employees find difficult | Surveys, discussions, and feedback | Results depend on which groups participate and how questions are phrased |
| How employees use the space | Observation, booking schedules, and usage data | Booking schedules need to be checked against actual use. High usage does not necessarily indicate satisfaction |
| Whether operational support meets employees’ needs | Incident logs and support requests | A low number of reports may indicate that the reporting channel is difficult to use |
Employees’ willingness to recommend the business as a place to work is reflected in the eNPS (Employee Net Promoter Score). This result captures one aspect of their perception of the organization. To identify specific inconveniences, businesses should combine feedback on individual activities with operational data.
7. How to improve workplace experience
An improvement plan should define the issue, the expected outcome, and who is responsible for carrying it out. Depending on the cause, businesses may adjust the space, equipment, services, or work arrangements.
7.1. Identify the issue, affected groups, and improvement goal
Using the collected data, businesses should determine where an inconvenience occurs, which activity it affects, and which employee groups are impacted. Improvement goals should relate to measurable outcomes, such as the ability to find a suitable room or whether the space meets employees’ needs for focused work.
The issue should be described clearly so that all departments agree on what needs to be addressed. If the cause is not yet supported by sufficient evidence, businesses should investigate before deciding to invest.
7.2. Choose actions based on the cause and priority
Priorities should be based on the impact of the issue, how often it occurs, and the number and groups of employees affected. When choosing an action, businesses should check that it fits the budget, existing floor plan, and operational requirements.
Room booking rules, equipment malfunctions, and a lack of space each require actions suited to the underlying cause. When changes to the layout or infrastructure are needed, businesses can incorporate the identified requirements into their office design and fit-out plans.
7.3. Assign responsibilities and pilot changes where appropriate
Responsibilities should reflect the business’s organizational structure and clarify each party’s role:
- Owners of individual workstreams: Monitor implementation and coordinate with relevant stakeholders.
- Office management, IT, and HR teams: Coordinate on usage conditions, tools, policies, and feedback.
- Design firms: Participate when changes to the space or infrastructure are required.
For changes that can be tested, businesses should define the pilot scope before expanding them. Employees should receive instructions and information about feedback channels during the pilot.
7.4. Communicate outcomes and reassess the workplace experience
The responsible team should communicate what has been completed, which issues remain, and what steps will follow. For proposals that have not been implemented, the response should explain the reason and the conditions required to proceed.
After making changes, businesses should reassess results against the stated goals and continue supporting employees as they use the space. If the inconvenience persists, they should investigate the cause again before deciding whether to make further investments.
8. Common mistakes when improving workplace experience
Investing before identifying needs or failing to coordinate across departments can leave employee inconveniences unresolved. Common mistakes include:
- Investing in amenities because they are popular without first assessing demand.
- Adding more collaboration space without providing enough areas for focused work and private discussions.
- Choosing technology that does not suit how employees work or the level of user support available.
- Drawing conclusions about workplace experience from a single metric or booking data alone.
- Collecting feedback without assigning someone to address it and communicate the outcome.
Before investing, businesses should identify the specific inconvenience, investigate its cause, and agree on the scope of any changes. The plan should also identify the person responsible and how results will be assessed. For changes to the space, the intended use and the ability to maintain day-to-day operations should inform the choice of solution.
9. Frequently asked questions about workplace experience (FAQ)
9.1. Do small businesses need a dedicated workplace experience specialist?
A small business can assign a point of contact who coordinates with relevant departments. The need for a dedicated specialist depends on the number of locations, the volume of requests, and the complexity of services. The person responsible should have a clearly defined scope and the ability to coordinate issue resolution.
9.2. Does the entire office need to be renovated to improve workplace experience?
The scope of renovation depends on what is causing the inconvenience. Some issues can be addressed through usage policies, equipment repairs, or service adjustments. For problems related to the layout or infrastructure, an existing condition survey can identify the areas and items that need to change.
9.3. Is dedicated software required to manage workplace experience?
Businesses can use feedback forms, shared calendars, and existing request management tools if they meet their needs. Dedicated software may be suitable when the organization’s size and request volume require additional features. Businesses should assess integration requirements and who will maintain the system before choosing a solution.
9.4. When should businesses reassess workplace experience?
The timing depends on the assessment objective and the type of change. After adjustments to the space, tools, or services, employees need enough time to use them before providing feedback. When comparing results, businesses should account for changes in staffing, office attendance schedules, and workload.
9.5. How can businesses collect feedback from employees who are reluctant to speak up?
Businesses can provide an anonymous feedback channel and explain how responses will be compiled and used. They should avoid publishing details that could identify respondents. Sharing the issues received and the outcomes of actions taken helps employees understand how their feedback is considered.