【世邦魏理仕CBRE】2024日本办公楼租户调查报告通过优化办公空间提高员工敬业度_24页_830kb

Summary of the 2024 Japan Office Occupier Survey: Enhancing Staff Engagement Through Office Design

Core Content

This report, based on the 2024 Japan Office Occupier Survey conducted by CBRE, explores how office design and environment influence employee engagement, which is increasingly seen as a key factor in addressing labor shortages and improving productivity in Japan's tight labor market.

Main Points

1. Employee Engagement as a Priority

• Improving employee engagement is the primary objective of office redesigns and upgrades.
• 40% of companies plan to increase investment in office environments, while only 5% intend to reduce spending.
• Employee engagement is directly linked to productivity and staff retention, making it a crucial strategy for managing labor shortages.

2. Definition of Engagement

• Engagement is defined as when employees understand and agree with the company’s vision and are willing to commit to achieving it.
• It is a two-way relationship built on trust, differing from concepts like "employee satisfaction", "loyalty", and "motivation", which are more one-sided.

3. Impact of Engagement

• Companies with high engagement show 18% higher productivity and 23% higher profit margins than those with low engagement.
• Absenteeism is 78% lower and employee turnover is 21% lower in high engagement environments.
• Engagement is closely tied to improved communication, collaboration, and personal development.

4. Measuring Engagement

• Employees were asked to rate six statements on engagement, each from 1 (strongly disagree) to 4 (strongly agree).
• Engagement levels are classified into four categories:
  • Above 3.0: Engaged
  • Above 2.5 and ≤ 3.0: Somewhat engaged
  • Above 1.5 and ≤ 2.5: Not very engaged
  • ≤ 1.5: Not engaged
• 12% of respondents were classified as "engaged employees", the smallest group.

5. Working Styles and Office Attendance

• There are no major differences in working styles between engaged and non-engaged employees.
• However, reasons for office attendance differ:
  • Engaged employees prioritize face-to-face communication, collaboration, and contributing to the company.
  • All employees are more likely to attend the office out of passive reasons such as using facilities or company mandates.

6. Role of Office Design in Engagement

• Offices that embody the company’s vision and are collaboratively designed with employees are more effective in raising engagement.
• Spaces that foster communication and mutual understanding between employees, employers, and clients are most effective in improving engagement.
• Design elements such as client reception areas, collaboration zones, and cafes are particularly impactful in enhancing engagement.

7. Engagement Impact Score

• CBRE quantified the impact of office changes on engagement using a scale from -2 (significantly worsened) to +2 (significantly improved).
• The engagement impact score is calculated by averaging responses across five categories: work efficiency, collaboration, motivation, overtime, and health-related absences.
• 532 individuals (out of 1800) showed an increase in engagement based on their impact scores.

8. Office Space Types and Engagement Impact

• The highest engagement impact scores were recorded for:
  • Client reception spaces and visitor areas (+0.27)
  • Spaces for casual coworker conversations (+0.19)
  • Office cafes/staff canteens (+0.19)
  • Group collaboration and idea generation spaces (+0.17)
• Co-working and co-creative spaces had a greater influence on engagement than traditional spaces for individual phone/web meetings (+0.15).

9. Involving Employees in Design Process

• Involving employees in the office design process enhances their attachment to the company and autonomous desire to contribute.
• Collaborative co-design of offices is seen as a key method to increase engagement and improve the work environment.

Key Information

• Talent attraction and retention are the top concerns for Japanese companies, driven by the tight labor market and low unemployment rates.
• Government policy has encouraged companies to disclose human capital information, including engagement metrics, in annual reports.
• Office changes such as relocations, layout modifications, and refurbishments have a positive effect on engagement, particularly when they support communication, collaboration, and mutual understanding.
• Non-office factors, such as professional development frameworks, also play a role in enhancing engagement.
• Employee involvement in office design is a critical factor in improving engagement levels and fostering a shared company vision.

Conclusion

The 2024 Japan Office Occupier Survey highlights that employee engagement is becoming a central focus for office redesign in Japan. Companies are investing more in improving their office environments to attract and retain talent, and are increasingly recognizing the value of collaborative and communicative spaces in fostering engagement. The report underscores that engagement is not just a result of office design, but also of employee involvement, shared company vision, and support for personal and professional growth.