Workplace

Powered by Human Experience

A China perspective
 Table of contents
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

2
Workplace
Powered by Human Experience
A place of work is far more than a property.
It is a living environment that helps individuals
and businesses craft and experience a better
fusion of life and work.

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.

3
 Workplace
Powered by Human Experience

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, its the purposeful fusion of life
and work based on authentic human experiences.

Dr Marie Puybaraud
Global Head of Research, JLL Corporate Solutions

4
Introduction

5
 Powered by
Human Experience
Think of a great app.
You can perform your desired task quickly and efficiently, and you feel good about the brand supplying
it. A bad app has the opposite effect the task is hard to do, takes too much time and energy, and the
experience is not rewarding in any way.

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. Organizations must provide the very best human
experience in order to:
Savvy C-Suites today see a direct correlation between
productive places of work and healthy balance sheets. Embody an organizations culture, values and missions.
It is no longer enough for leaders to focus solely
on improving visual appeal in the quest for greater
Influence employees attitude towards their work and
productivity and profit. Real estate is a strategic
their employer.
device and, used wisely, it can help businesses
of all sizes to attract, nurture and retain talent.
Shape brand perceptions internally and externally.
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.

6
Our global research project
JLL carried out a unique global research project
to decode the workplace experience, understand
Our findings
its specific impact on business performance and Through this research project, we set out to demonstrate how transformational experiences could:
work out how experiences can be shaped by real
Impact employee engagement, empowerment and fulfillment in the workplace
estate to achieve strategic performance objectives.
Cement the link to professional happiness and satisfaction

7,364
Impact productivity and quality of life

Through this survey, we have identified key workplace features that directly affect
experience, including:
Employees
New types of spaces

40
Alternative work philosophies
Different managerial approaches

These features can positively impact the impression an organization leaves on its employees
Corporate Clients
and visitors and provide a better quality of life for employees and improve the efficiency
of collaborators. Regardless of whether these experiences involve enhanced technology,

12
innovative products, or collaboration with people, these experiences must make a
good impression and could deliver engaging, empowering and fulfilling experiences.

Countries
Human Experience Model

3
In this report we present our Human Experience Model, which we have developed from
the outcomes of our extensive research project.

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

7
 Our global research project
Methodology
Desk Research Output Product
to gather all relevant academic
content on user experience Human
Expernce
Model
Identify relevant publications
ent
JL

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Define experience Global Report

20
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Identify what creates an experience

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7,364 employees
Human Experience Model
12 countries O utco m

Co-design Diagnostic Tool F ulfi ll ment

to co-create a Human Experience
Model with clients and experts
9 workshops
40+ corporate clients and experts

8
The Human Experience Model (HX Model) was co-created with more
than 40 corporate occupiers, workplace specialists and practitioners.

ANZ, Argo Group, Ballast Nedam, Barclays, BASF, BlaBlaCar, BlackRock, Bol.com, BP, BT, Chubb, Cisco Systems, Coca-Cola Enterprise, Credit Suisse Group, CVS Caremark, Dassault Systmes, DBS Bank, Deutsche Bank
Electronic Arts, Eneco, Facebook, Freeborn & Peters LLP, FREIWASSER Marketing, Genentech, Generali, GlaxoSmithKline, Google, Intel, Johnson & Johnson, Juniper Networks, La Fourchette, Lavazza, LinkedIn, Lufthansa
McKinsey & Co., N.E. Finch Co., P&G, Place Value, PVH, Reed Elsevier Group, Samsung, SGI, Symantec, Uber, UBS Group, Unicredit, Verizon, VMware, Whirlpool, Workcollectiv, WPP

9
 Executive Summary

10
How employees in China
work today:
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.
Engagement:
Can innovative environments close the
performance gap?
Chinese employees are generally more engaged at work than their globalpeers.
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.
11
 Empowerment:
Alternatives to traditional ways of
working are valued
Corporate democracy, trust, taking initiatives and kindness are the top
drivers of workplace empowerment in China. Employees also value
being empowered to switch between different modes of work be
it concentration, regeneration or movement. Having opportunities to
work from alternative locations from time to time fosters a sense of
empowerment as well.

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.

Fulfillment:
The importance of happiness and
health at work
Happiness is ranked as the top criteria for a fulfilling experience at work in
China, as well as worldwide. Other key ingredients for a unique workplace
experience are creativity, recognition and personal development which
were cited by at least 4 in 10 Chinese respondents. More than 90% of
Chinese employees also feel that it is a good idea to have a corporate
officer dedicated to dedicated to enhancing employee well-being and
happiness in their organizations.

12
Decoding
Human Experience

13
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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

Fu l
fill m e n t
experience through three pillars: engagement,
empowerment and fulfillment.
Sense o
f co m f o r t
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.

14
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15
 Survey & Results

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

16
Global respondents

China
Europe* 253 interviews
3,532 interviews Japan
508 interviews

United States
1,501 interviews
Hong Kong
India 257 interviews
507 interviews

South Africa Australia

305 interviews 501 interviews

7,364 12
Respondents Countries
*Europe breakdown
UK 505 interviews
NL 508 interviews
GER 506 interviews
FRA 1,003 interviews
ITA 507 interviews
ESP 503 interviews

17
 Target Profiles
China respondents

Sample of
TARGET
SURVEYED 253
employees Company size Company nationality (%)

23%
working in an office and in a company of 100 employees or more
100-250 74
Core business employees 26

22
Heavy industry or construction 27%
Consumer products
High-tech, technology or telecoms 19%
21
%

% 251500
employees
Pharmaceuticals and Health 11%
Teaching 6
%

24%
Banking and insurance services 3%

Energy 3% 5011000
Public sector 3% employees
Web and the digital economy 2%

31
Media and communication

%
1%
Advisory or business services 1% In a company headquartered in China
Over 1000
Other 3% In the subsidiary of a foreign company
employees
18
Gender (%) Age Management responsibilities (%)
54%
7
36
93
43%

64
2%
1% Manager

Men Women 18 to 24 25 to 34 35 to 49 50 to 64 Non-manager

19
 Seniority in the company Department
53%
Management and general administration 39%
IT 23%
Human Resources 11%
Sales and Client Service 10%
Research and Development 5%
22%
Purchasing 4%
15%
Accounting, Finance and Legal 4%
10%
Marketing and Communications 2%
0% Manufacturing 1%
Less than a 1 to 3 years 4 to 6 years 7 to 9 years 10 years or
year more Logistics 1%

20
How Employees in China Work Today

21
 Enclosed offices are the most
commonworkspace
Type of workspace occupied (%)

The vast majority (81%) of Chinese

28 employees work in an enclosed office
An enclosed single office (private or shared), with the remainder
(19%) working from open-plan layouts.
41
Hot-desking has not gained much
momentum worldwide, and it is even
less so in China.
27
An enclosed shared office
40

40
A workstation in an
open-plan office
19

5
No allocated
personal desk
0

0 10 20 30 40 50

Global China

22
Chinese offices are less densely
occupied than the global average
Average number Average number
of people in open of people in open space
space in China Global average

32 people 45 people

How many people do you share this space with?

(for those who work in an open-plan office)

45 48 68 52 39 37 32
Global UK Japan India Hong Kong Australia China

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.

23
Chinese firms offer a variety of
innovative workspaces
Offices in China offer a myriad of innovative spaces the proportion of Chinese respondents with access to all space types is consistently higher than
the global average.
Community spaces and collaborative work environments are the most frequently available types of spaces, found in 7 in 10 Chinese companies.
Notably, external co-working spaces and facilities dedicated to health and well-being are much more widely available in China than they are globally.

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

1. Community spaces 2. Spaces dedicated to 3. Creative spaces 4. External co-working 5. Spaces dedicated to
collaborative working spaces health and well-being

China 72% 69% 56% 51% 48%

Global 56% 50% 32% 20% 25%
24
Office workers spend nearly 40% of their time away
from their desks
When you are in your company offices, what percentage of your
time do you spend in the following places? (%)

6 7

9
9

7
10

Global China
12 Chinese employees are slightly more
60
agile within the office as compared to the
66 globalaverage.
14
On average, Chinese office workers spend
60% of their working time at their desks,
compared to 66% globally.
At your desk/workstation
This means that the average Chinese worker
In meeting rooms
typically spend an additional half-hour every
In a meeting room or private working space for individual work day across a variety of settings away from
In offices/workspaces of colleagues their desks (e.g., meeting rooms, colleagues
In informal workplaces (cafeteria, terrace, garden) workspaces, cafes) as compared to their
global peers.

25
 Employees do not frequently work
outside of the office
Do you also work in the following spaces at least 5 days per month?
(% responding yes)

At other premises 17
belonging to your company
27

11
On public transport or in a hotel
17

At client/partner sites 15
Less than one-third of respondents in China
of your company work from locations outside of the office
16
regularly.
In third spaces 10 Even when employees do work remotely,
(e.g., co-working spaces,
they typically work on premises belonging
internet caf) 14
tothe company or at client or partner sites.

17 It is not common for employees to work

At home frequently from home, third spaces,
12 publictransport or hotels less than 20%
of respondents in China do so at least 5days
0 5 10 15 20 25 30 35 per month.

Global China

26
Three Priorities
to Drive
Human Experience
27
 Three priorities to drive experience

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

28 28
Chinese employees are quite engaged at work
Chinese employees are generally more engaged than their global peers the overwhelming majority (97%) say they are engaged at work.
By contrast, one in 10 employees worldwide do not feel engaged at all in the workplace (11%).
It is noteworthy that the majority of Chinese employees belong to the somewhat engaged segment (61%) as opposed to very engaged (36%).
This highlights the opportunity to scale new levels of engagement in the workplace.

How engaged do you feel at work? (%)

1 2 1
11

40
36

Global China
48 61

Cant say

Not engaged

Yes, somewhat engaged

Yes, very engaged

29
 Chinese workers want to share
knowledge and excel
Proportion who completely agree with the following statements (%)

I want to learn and pass on my 44

knowledge within the company 56

I want to build my career and 40

grow within my company 56

I want to excel and fully commit to 39

the success of my company
as if it was my own project 56

I currently feel aligned 34

with my companys vision 50
Chinese employees are highly aligned with
I currently feel good 36 various expressions of engagement and
about my company 45 consistently above the global response.
The top three expressions of engagement,
I want to contribute to 37
all of which were cited by 56% of Chinese
enterprise common goals 40 employees, are similar in that they align
the employees success with the companys
I currently feel proud to 38
ambition.
work for my company 39
These include learning and sharing knowledge
0 10 20 30 40 50 60 with colleagues within the company, building
Global China a career with the company and excelling and
committing to its success as if it were their
own project.

30
There is a large opportunity to
improve workspace effectiveness
Does the workspace provided by your company allow you to work effectively? (%)

Global 52 41 7

India 74 25 1

China 49 50 1 Mainland China has the second highest

level of perceived workplace effectiveness
in Asia Pacific, after India.
Australia 48 44 8 Nearly 50% of Chinese employees feel
their workplace enables them to work
completely effectively.
Japan 37 49 14 This contrasts with Japan and Hong
Kong, where perceptions of workplace
effectiveness are among the lowest
Hong Kong 35 53 12 in the world.
Nevertheless, the 50% of Chinese
0 10 20 30 40 50 60 70 80 90 100 employees who report that the workplace
is somewhat effective highlights an
Yes, completely Yes, somewhat No, not really/Not at all opportunity to improve.

31
 Innovative workspaces are linked to higher
engagement in China
How engaged do you feel at work? (%)

1 0.5 0.5
2

37
China respondents
All China with access to 49

respondents 50 at least one

innovativespace
61

Very engaged Somewhat engaged Not engaged Cant say

Our global research shows that the presence of innovative workspaces acts as a very strong lever for employee engagement.
We found similar results in China where the proportion of very engaged employees is higher if they have access to innovative spaces (49%) than the baseline average (37%).

32
Different workspaces work best for retaining
talent versus attracting talent
When employees have access to alternative work
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)

5 5 Understanding the different views of

the haves (those who have access to
innovative workspaces) and the have
4 4.3 4.3 4.3 4 nots (those who do not) about the
3.9 3.9 3.9
impact of such spaces on workplace
3 3
engagement can help companies
understand what can attract and
retain talent.
2 2
The spaces identified by the haves
as having the biggest impact on
1 1 engagement community spaces,
retailer space, and spaces dedicated to
health and well-being are likely to help
0 0 in retaining talent in China.
Community spaces Spaces managed Spaces dedicated Spaces dedicated Spaces for small
by well-known to health and Service desks
to health and children For workers who do not have access to
retailers well-being well-being
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.

33
 Managerial silo effect prevalent in China
Despite the majority of Chinese employees viewing horizontality as a driver of engagement

What type of office do you work in? If your employer promoted the working philosophy of
(% by level of management responsibility) horizontality (i.e., less management hierarchy), would it
have an impact on your engagement at work? (%)

70 70

60 60
60 31

50 50 23

40 44 40
40
38
30 30
33
20 20 29
18
10 10
0 0 0
0 0
An enclosed An enclosed A workstation You dont Global China
single office shared office in an open-plan have an
office allocated
Very positive impact Positive Impact
personal desk
Managers Non-managers

A silo effect is prominent in China, in which enclosed single This may be a concern as 64% of Chinese employees stated that
offices are occupied solely by managers. working in a horizontal structure, rather than a hierarchical one,
has a positive effect on their engagement at work.

34
There is enthusiasm for change in workplace
models in China
Willingness to change workspaces in exchange for innovative facilities
(Rated on a scale of 0=certainly not prepared to change to 5=ready to change;
% responding 4-5)

80

70 76

60
60
50

40
42
39
30
The vast majority of Chinese employees currently
20
work in enclosed offices, yet they have a greater
10 appetite for change than most nations surveyed.
0 Three-quarters (76%) of Chinese respondents
From an enclosed space From an allocated workstation are willing to move to an open-plan layout in
to an open-plan space to a hot-desk environment exchange for better workplace amenities.
Six in ten respondents are willing to relinquish
Global China
their personal workspace completely and switch
to a hot-desking arrangement.

35
 Three priorities to drive experience

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

36
Empowering employees with
corporate democracy
Potential impact of selected managerial approaches on employee engagement
(Rated on scale of 0=no impact to 5=very positive impact; % scoring 4-5)

Corporate Democracy 1 Making decisions by consensus

and sharing responsibility
74%

2
Trust Feeling trusted by the
management team
73%

3
Kindness Being able to rely on a kind
management team 73%

4
Taking Initiatives Being encouraged to take initiatives
without fear of being judged
73%
37
 Management styles are vital to empowering
Chinese employees
Perceived impact of different managerial styles on employee engagement
(% reporting a positive or very positive impact)

56
Corporate Democracy
74

69
Trust
73

62
Kindness
73 Chinese workers generally perceive
management styles to have a greater
63 impact on employee engagement than
Taking Initiatives
73 their global peers.

63
Getting staff involved in decision-making
Autonomy (i.e., corporate democracy) is significantly
68
more likely to engage employees in China
52
than it is elsewhere; it is also the top
Boldness managerial approach driving engagement.
66
The other managerial approaches most likely
52 to deliver greater engagement at work in
Horizontality
65 China are similar to those found globally
and relate to trust, kindness and enabling
0 20 40 60 80 100 employees to take initiatives.
Global China

38
Offices should help people focus, unwind
and innovate
My workplace should offer spaces for... (% reporting that the space is a priority)

Global 40
Concentration

China 60
Getting you to move

Global 38
Employees value being empowered
around

to switch between different types

of activities be it concentration,
China 54
regeneration or movement.
The ability to shut themselves away
from potential distraction empowers
Global 47 employees to achieve optimal work
Regeneration &
Inspiration

productivity: 61% of Chinese employees

view spaces for concentration as
China 61 apriority to them.
Regenerative spaces are also a key
empowering factor 6 in 10 Chinese
0 10 20 30 40 50 60 70 80 90 100
employees prioritize spaces that allow
them to regenerate and be inspired.

39
 While employees value spaces that promote
movement, they are mostly desk-bound
When you are in your company offices, what percentage of your
time do you spend in the following places? (%)

70 In China, the majority (60%) of working

66 hours are desk-bound.
60
60 However, Chinese workers are slightly
50 more agile than their global peers on
average they spend 40% of their working
40 time away from their desks, compared to
34% globally.
30

20

10 14
12
10 9 9
7 6 7
0
At your desk/ In meeting rooms In a meeting room or In offices/workspaces In informal workplaces
workstation private working space of colleagues (cafeteria, terrace,
for individual work garden)

Global China

40
Remote working may also boost empowerment

Employees who work in the following remote working locations at

least once a month (% by level of engagement)

37
Our research reveals that the most
Average across the engaged employees are also the ones
total sample 61
that are empowered to work from
2 alternative locations regularly.
This effect is pronounced for employees
41
who frequently work from third spaces
Yes, from home 54 a much higher proportion (61%) of
6 this group feel very engaged relative to
the average across all Chinese
57 respondents (37%).
Yes, in other premises
of my company 42
1

61
Yes, in third spaces
(e.g., co-working spaces, 36
internet cafes)
2

0 10 20 30 40 50 60 70

Very engaged Somewhat engaged Not engaged

41
 Three priorities to drive experience

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

42
 1
Happiness at work
creates a sense of Happiness 51
58%

fulfillment

2
Creativity
We asked respondents in China:
What creates a unique experience at work?
47%

3
Recognition 45%

4
Personal learning
and development 51
42 %

5
Groups and community 38%
51
43
 Happiness plays a vital role in shaping experiences at work

Happiness is consistently ranked by employees as Criteria that would give the feeling of having a unique
the top ingredient for a unique experience at work
experience of work (% selecting as a top five criteria)
we found this to be the case not only at the global
level (69%) but also in China (58%).
Happiness 69
Creativity, recognition and personal development 58
are key ingredients as well on average, at least Creativity 53
47
4 in 10 Chinese respondents rate these as a top 60
Recognition
workplace experience criteria. 45
Personal learning and 54
The presence of emotion and a sense of wonder are development 42
notably more important among Chinese employees Groups and community 31
38
than across the rest of the countries surveyed.
Inspiration 43
36

Emotion 22
35

Personalisation 34
32
Switching off 25
and meditation 32
Wonder 16
28

Boldness 21
27

Digital experience 24
26

Technological innovation 25
25

Games 12
19

10 30 50 70

Global China

44
Working for large corporations holds the
most appeal for Chinese employees
If you were moving to a new company tomorrow, what kind of
structure would you like to work in? (%)

7 4
4
1
9
8
40

Global 14
China The overwhelming majority of Chinese
respondents expressed a preference for
corporate environments, as opposed to
14
working in entrepreneurial environments
83% of employees aspire towards a career in
a large corporation, far higher than the global
69
average of 61%.
21
Autonomous modes of employment, such as
self-employment (1%) and intrapreneurship
Be an employee in a large corporation (4%), are not as appealing to Chinese
Be an employee in a large corporation
employees. This is significantly lower than the
but work in a start-up environment global average (9%) for either.
Be an employee in a SME We found similar results in Japan, another
Become self-employed or an
Asian country influenced by Confucianism,
independent worker and its emphasis on structure and hierarchy.
Be an intrapreneur
Work in a start-up

45
 Millennials prefer corporate environments

If you were moving to a new company tomorrow,

what kind of structure would you like to work in? (%)

80
76

60

50

40

Younger Chinese employees show a clear

21 preference for workplaces found in large
20
16
12 corporations 76% of millennials in China
7 6 specified large corporations as an ideal type
4 3
1 1 1 of organization to work for, as compared to
0
50% of those above 35 years old.
Be an employee Be an employee in a Be an employee in Be an Work in a start-up Become
in a large large corporate, a SME Intrapreneur self-employed These findings show that organizations
corporate but work in a small should avoid the common generalization that
team, in a start-up millennials gravitate towards entrepreneurial,
environment
less structured environments more work
18-34 years old (Millennial generation) >35 years old needs to be done to anticipate the shifting
expectations of the millennial workforce.

46
Employees are keen on creating a new role
to drive experience at work
Interest in the creation of a new role for enhancing employee
well-being and workplace experience (%)

3 1 1
9

33

Global 50 China 49

There is enthusiasm in China for appointing a

Chief Happiness Officer or Experience Director,
with direct accountability for enhancing
employee well-being and experience.
54
Chinese employees collectively agree (99%)
that it would be a good idea to have such a
function, higher than the global average of 87%.
A very good idea Quite a good idea Quite a bad idea A very bad idea Cant say

47
 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
Human experience as a key differentiator to drive engagement, empowerment and fulfillment
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
workspacelayouts.
Innovative spaces are widely
offered in China the
proportion of respondents with
access to each space type is
consistently higher than globally.
50
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.
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.
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
officeregularly.
Nearly all Chinese respondents
would like to see their
companies appoint a corporate
officer dedicated to enhancing
employee experience and
well-being at work.
 Engagement must come first
Offer activity-based working for a less hierarchical environment, as
well as productivity-driven spaces.
Review the current provision and utilization of innovative spaces in
your office alongside staff expectations.
Foster a sense of belonging via social-centric workplace design and
group-based activities.
Assess the level of enthusiasm for change in your organization,
canvass employee opinion and design change management
initiatives to garner support.

Empowerment will drive change

Recommendations 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
for CRE in China (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.

Fulfillment is the new happiness

Evaluate the benefits of a new role to improve workplace experience
andwell-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.

51
 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
8. Experience EconomyHow 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%20
makes%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

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

52
Contacts

Susan Sutherland Jordi Martin Julien Zhang Claire Stephens

Head of Research Asia Pacific, APAC CEO, Head of China Global Local Director, Workplace Strategy
JLL Corporate Solutions JLL Corporate Solutions Managing Director, JLL North China JLL Corporate Solutions
+ (65) 9771 7938 jordi.martin@ap.jll.com julien.zhang@ap.jll.com claire.stephens@ap.jll.com
susan.sutherland@ap.jll.com

53