The Definitive Guide
to Workplace Analytics
Copyright © 2022 Locatee AG
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Authored by Lauren Dreifuss
Editing by Sabine Ehm
Book design by Michelle Pijanowski
Graphic design by Ana Rako
Printed and bound in Lithuania
First printing May 2022
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Author and Contributors
Locatee
Author Lauren is our Research Analyst and
Trend Scout at Locatee. She holds
a Master of Science in Real Estate
from the University of San Diego,
is a published author on oce
space trends in the ICSC Journal,
and a former student journalist for
international real estate conference
MIPIM.
Lauren
Dreifuss
Editor
Sabine is our Thought Leadership
and Research Manager at Locatee.
She holds a degree in Real Estate
Management. As a former Corporate
Real Estate Manager at Adidas,
responsible for the EMEA region, and
Location Manager at Siemens, she
knows today's CRE challenges all too
well.
Sabine
Ehm
Michelle is our Junior Marketing
Manager. She holds a degree in
Communications and Media from
the University of Calgary. She
supports Locatee in the creation
of white papers, managing events,
and blogging on topics surrounding
workplace experience.
Michelle
Pijanowski
Production
Coordinator
1The Denitive Guide to Workplace Analytics
The Denitive Guide to Workplace Analytics
© Locatee AG 2022
The Denitive
Guide to Workplace
Analytics
Parts 1, 2, and 3
Locatee
3The Denitive Guide to Workplace Analytics
The Denitive Guide to Workplace Analytics
“Oces have existed
in some way, shape or
form throughout history
as a means of a person,
or body of people,
to conduct ocial
administrative business.
They are based on the
Roman Latin ocium, a
term loosely meaning
bureau.”
Source
Morgan Lovell
5The Denitive Guide to Workplace Analytics
The Oce-Centric
Workplace
The History of the Modern Oce
Recent Disruption of the
Central Oce
Page 12
The Closed-Plan
Oce Layout
The Pros Cons of the
Closed-Plan Layout
Page 14
Assigned Seating
The First Assigned Seating
in History
Timeless Benets of Assigned
Seating
Page 18
The Open-Plan
Oce Layout
The Taylorist Open-Plan Oce
Total Open Plan vs Mixed
Open Plan
The Pros and Cons of the Total
Open-Plan Layout
Page 15
Unassigned Seating
The Rise of Unassigned Seating
Desk Sharing
Hot Desking
Hoteling
Page 19
Part 1 / A
Pre-pandemic Workplace Models
Ways of Working
6The Denitive Guide to Workplace Analytics
Activity-Based
Workplace Design
Common ABW Spaces
Modern Examples of ABW Spaces
Benets of well-designed
collaboration spaces at work
Page 22
Mobility in Our Work
Spaces
Where Mobility Remote
Work Intersect
Mobility Oce Space Demand
Page 24
Hybrid Work Explained
Page 27
Asynchronous Work
Asynchronous Work vs
Autonomous Work
Page 31
Distributed Teams
Distributed Teams Co-location
Distributed Teams The Pandemic
Distributed Teams Aren’t Always
Hybrid Teams
Page 25
Flexible Work Models
It's Not Just Hybrid Work
Remote Work
Work From Home
Virtual First
Fully Remote
Fully Remote vs WFH
Page 28
Metaversal Spaces
Page 32
Part 1 / B
Hybrid Era Workplace Models
the New Ways of Working
7The Denitive Guide to Workplace Analytics
Analytics Terms for
Workspace Optimization
Right-Sizing
Occupancy
Attendance
Utilization
Peak Utilization
Average Utilization
Capacity
Lowest Occupancy
Occupancy Distribution
Hourly Utilization
Real-Time Occupancy
Mobility
Page 36
Dening the Areas
You Want to Analyze
Stack Planning
Zones
Neighborhoods
Team Mobility
Meeting Room Analytics
Individual Workspace
Page 41
Workplace Analytics
Terms for Health Safety
Management
Maximum Occupancy
Target Occupancy
Hourly Utilization
Real-Time Occupancy
Page 40
Avoid Common Workplace
Analytics Traps
Focusing on the Wrong Insights
Misleading Misaligned Metrics
Occupancy vs Utilization
Seats vs Occupancy
Failing to Create a Data-Driven
Culture
Page 44
Part 2
Important Workplace Analytics
Terms to Know
8The Denitive Guide to Workplace Analytics
Citations
Page 58
Your Workplace
Success Team
Top Competencies for Success at
Work
Page 48
Dene Workplace Success
for Your Company
Page 50
Next Steps to Workplace
Insights
Page 57
Dene Workplace
Success KPIs
Why are KPIs so important?
Quantitative Workplace Metrics
Qualitative Workplace Metrics
Keep Only The Measurable KPIs
Benchmarking – Old vs New
Work World
Know Your Data Readiness Score
Page 51
Part 3
Building Your Workplace Analysis
Success Sequence
9The Denitive Guide to Workplace Analytics
Part 1 / 3
10The Denitive Guide to Workplace Analytics
Part 1 A
Pre-pandemic
Workplace Models
Ways of Working
Introduction
An important part of workplace analysis is establishing
and understanding your workplace model as this will
determine what you dene as workplace success and
subsequently determines what performance metrics and
insights you focus on.
We’ve collected and dened all the terms of the
workplace evolution and organized them in two parts –
pre-pandemic hybrid work era.
We’ll start by reviewing the pre-pandemic terms and
concepts that we were all most familiar with because
knowing the past is a best practice for navigating the
future. Then we’ll explore the present moment of the
workplace evolution – the hybrid work era. We’ll provide
an explainer of the terms getting the most buzz and hype
right now and explore their impact on our new ways of
working and the future of oce.
11The Denitive Guide to Workplace Analytics
The Oce-Centric Workplace is the status quo work arrangement we were
accustomed to until the pandemic. Work was performed in the traditional
company oce space regardless of layout. Generally, all employees were
required to work synchronously, often Monday through Friday, during the
same hours unlike asynchronous work (dened on page 31).
The Oce-Centric
Workplace
Pre-pandemic Workplace Models Ways of Working
Image
General Post Oce,
London. Early British
oce. Rows of desks
modeled after the factory
layout described in "The
History of the Modern
Oce" on page 13.
12The Denitive Guide to Workplace Analytics
Recent Disruption
of the Central Oce
Prior to the pandemic, there had been a
gradual shift away from this workplace
model due to technology and cloud
productivity tools that liberated employees
from needing to commute to a single,
central oce in order to collaborate and
be productive. Despite the capabilities
of these workplace technologies, the
general consensus remained skeptical that
productivity could remain high anywhere
outside of the oce. However, the 2020
lockdowns across the globe changed that
mindset almost instantly.
The History
of the Modern Oce
How did commuting to the oce become
the standard? The recently disrupted
modern-day oce became popular in
response to the British Empire having
mounds of paperwork that were most
eciently completed when every worker
was in the same central space. This space
for clerical work was positioned next
door to the factory where the mechanical
work was done until the disruption of
widespread telecommunications allowed
the oce to separate from the factory
and move to other desirable locations.
Another feature of this central oce work
model was that it was just like the factory
it was next to. Employees were down
below in rows while managers were above
in private oces able to look down and
monitor their sta.
Over the years, the oce has changed
its layout to accommodate the times, and
it has gone back and forth with whether
to be more productive and ecient like
a well-oiled machine or more human-
centric. But the one thing that remained
the same, until recently, is that all
employees would commute from their
various homes to perform work in a single
location on roughly the same schedule.
Hashtags
#OceBased
#FullyOceCentered
Sources
Medium.com
K2Space
13The Denitive Guide to Workplace Analytics
Hashtags
#CellularPlan
#ClosedFloorPlan
#ClosedOceLayout
The Closed-Plan Oce is a traditional type of workplace design
characterized by walls, partitions, and closed rooms. The closed-plan layout
actually came after the open-plan layout to enable oce privacy and safety.
When women entered the workforce in the 1960s in droves, there was an
increase in workplace harassment and oce design went from open to closed
in response. Additional benets are increased quiet for focused work and a
greater sense of ownership and ability to personalize one’s workspace.
Although this design layout has lost favor with a majority of industries (see
the list of advantages and disadvantages below) the closed plan has not
been forgotten and has been incorporated into activity-based work design
(discussed on page 22) for its enduring benets.
The Closed-Plan Oce
Layout
Pre-pandemic Workplace Models Ways of Working
Source
Wisestep.com
The Pros and Cons of the Closed-Plan Layout
Advantages (Pros) Disadvantages (Cons)
Employee privacy Dicult to supervise employees
Distraction-free work environment Less interaction between employees
Supports employee creativity and deep work Interrupts ow of collaborative work
Increases productivity in some ways Reduces productivity in some ways
Company hierarchy is clear Requires a lot of space
Promotes healthy competition Easier for employees to engage in negative behavior
Limits gossip in the workplace Siloes internal communications
Healthier for employees (e.g. during u season) Limits face-to-face contact
Helps concentration and focus Lessens unity amongst workers
Results in higher revenue (if productivity improves) Expensive to build or retrot
Less noise in the workplace Demotivates employees
Employees can customize their environment
Aids mental wellbeing
Improves employee and company security
14The Denitive Guide to Workplace Analytics
“1910 Taylorism – One of the earliest oce design
concepts focused entirely on employee productivity.
Created by mechanical engineer, Frederick Taylor,
who sought to maximise industrial eciency.
Taylorism was known for its surprisingly scientic
approach to boost employee productivity. Generally,
the workers sat in endless rows and managers were
in encircled oces so they could keep a watchful
eye on their employees. While this particular
design emphasised productivity, it didn’t take into
consideration any kind of social interaction.”
Quote
Navarre London
The Open-Plan workspace layout is devoid of walls, partitions, and closed
rooms. Preceding the closed-plan oce, the open-plan layout dominated
the 1900s and emerged during the era of Taylorism oce design. This rst
iteration of the open plan had a focus on factory-like eciency from
desk workers.
The Taylorist Open-Plan Oce
The Open-Plan Oce
Layout
Pre-pandemic Workplace Models Ways of Working
15The Denitive Guide to Workplace Analytics
Total Open Plan
vs Mixed Open Plan
There are two types of open-space
workplace designs – total open plan and
the mixed open plan. The total open plan
is the Taylorist oce just described. In
the 1940’s, total open plan layouts were
most commonly populated by secretaries
in expansive, centralized spaces. In the
1950’s, the Bürolandschaft total open plan
emerged out of Germany. The German
term “Bürolandschaft” roughly translates
to “oce landscape” and describes the
concept of a company’s leaders being ‘just
one of the gang’, sitting amongst their
employees sharing information, resources,
and experience. This caught on in the U.S.
in the 1960s and the open plan became a
means of showcasing, at least symbolically,
the democratic, and egalitarian ethos of a
company’s culture.
Today, consensus is that the disadvantages
of the total open plan usually outweigh the
positive intentions (See the table below).
Mixed open plans, with their enclosed
or semi-enclosed workstations, were a
response to criticisms of the total open plan
and led to the entirely closed oce plan.
The rst example of the mixed open plan
was the Action Oce created by Robert
Propst and George Nelson, designers for
Herman Miller, in 1964. Each employee
would get an oce with three movable
walls and various stations that allowed
them to move around, stand, or sit based on
the type of work being done. Desks came
with “modesty boards” to cover the front of
females’ desks. Employees could customize
their own workspace layout and walls
based on their individual needs. The Action
Oce was a popular design concept, but
it didn’t sell to mainstream oce managers
until it became the cubicle we now loathe.
We can see the original concepts of the
action oce and a modern, mixed open
plan in activity-based work design.
The Pros and Cons of the Total Open-Plan Layout
Advantages (Pros) Disadvantages (Cons)
Companies can save millions of dollars or
reallocate space to more productive uses
as space per employee ratios drop.
Decrease of privacy in the form of
freedom from harassment or ability to
make private phone calls.
Well-designed open space can boost
company culture and inspire cohesive
and ecient collaboration. A boon for
innovation.
Interruption during focus work from
neighboring coworkers that are not
performing focus work at the same time
and other distractions. Noisy. Loud.
Increases creativity of the employees One Harvard Business Review said,
“open-spaces do the exact opposite of
what they’re intended to do, reducing
face-to-face interaction by about 70%
and increasing email and messaging by
roughly 50% [lowering productivity]."
Sources
Morgan Lovell
The Executive Centre
Ota
Harvard Business Review
Wired Magazine
16The Denitive Guide to Workplace Analytics
Image
Modern example
resembling Robert
Propst’s Action Oce II.
See quote.
Quote
Wired Magazine
“Action Oce II was Propst’s attempt to give form to the
oce worker’s desire. A “workstation” for the “human
performer,” it consisted of three walls, obtusely angled
and movable, which an oce worker could arrange
to create whatever workspace he or she wanted.
The usual desk was accompanied by shelves of varied
heights and variable placement, which required
constant vertical movement on the part of the worker.
Tackboards and pushpin walls allowed for individuation.
Intentionally depersonalized, the new Action Oce
would be a template for any individual to create his or
her own ideal work space.”
The goal of Propst’s and Nelson’s Action
Oce was to give the individual worker
choice in how they worked. It may “have
been the rst truly modern idea to enter
the oce—that is, the rst in which the
aesthetics of design and progressive ideas
about human needs were truly united.”
Unfortunately, the invention was a “design
too modern for conservative oce
managers," according to Wired Magazine's
aptly named article, “The Cubicle You Call
Hell Was Designed to Set You Free”.
While the press raved, oce managers
found the Action Oce too expensive, the
materials too high quality and the movable
features that allowed customization too
unpredictable. “Oce space was growing
at too fast a volume for anyone to be
concerned about niceties. Something
faster was needed, something more easily
reproducible.”
Source
Wired Magazine
17The Denitive Guide to Workplace Analytics
The Assigned Seating workplace strategy allocates one dedicated
workstation (usually a desk, chair, computer, and phone) to each employee
that they come to everyday. It sits empty when that person is away at a
meeting or out of the oce. This workplace seating arrangement was
desirable for its predictability. Managers and other sta knew where to nd
employees at all times. Employees were able to take some sort of ownership
over their workstations and decorate or personalize them with personal
eects because no one else would be sitting there.
The First Assigned
Seating in History
Timeless Benets of
Assigned Seating
The rst workstation can be traced back
to the 15
th
century when medieval monks
created the “Scriptorium”, a cubicle-esque
desk designed for copying manuscripts.
Its name literally translates to ‘a place for
writing’. Assigned seating at workstations
is at least as old as the rst purpose-built
oce in 1720’s London. Allowing employees
to personalize their workstations distracted
them from feelings of being chained to
a prison of work and boosted employee
satisfaction.
Some modern benets of assigned seating
are that employees do not waste time
(negatively impacting productivity), or feel
anxiety (negatively impacting employee
satisfaction), trying to nd a workstation.
Problems arise when employees share desks
and one doesn’t leave it as clean as the next
employee using the desk would’ve hoped.
When thinking about the global pandemic,
along with cold and u season, assigned
seating is arguably more sanitary than desk
sharing.
Sources
Knight Frank
BBC
Quartz
Assigned
Seating
Pre-pandemic Workplace Models Ways of Working
18The Denitive Guide to Workplace Analytics
Sources
Open Sourced Workplace
The Executive Centre
WorkDesign Magazine
Harvard Business Review
Unassigned
Seating
With the Unassigned Seating workplace strategy employees do not have a
specied desk in the oce. Employees will be able to secure working desks
in one of two ways determined by the method the company adopts. A rst
come, rst served option allows the rst employees to arrive and choose
their preferred seating. Remaining employees have to choose workstations
based on what’s left when they arrive. The other option is a reservation
system where employees reserve their desired desk or workstation in
advance of arrival via a booking system. The reservation system is a response
to the concern that the rst come, rst served unassigned seating option
lowers both productivity and employee satisfaction.
The Rise of
Unassigned Seating
In recent decades, the oce has moved
to unassigned seating as the oce once
again began to change. Assigned seating
was most benecial when employees were
processing paperwork and focused on the
computer (desk-based work). Unassigned
seating became more practical and
ecient with the increase in collaborative
work in the form of meetings and visits to
clients, internal customers, or projects at
other locations. Research into the workings
of today’s high-functioning workplaces
shows that employees are spending
signicantly more time on “collaborative
activities”, 50% or more time to be exact,
as reported in the paper “Collaborative
Overload”, which can be read in the
Harvard Business Review. “This left the
typical oce in the U.S. with [only] 55%
occupancy prior to the pandemic.” As
a result, desks were underutilized and
already expensive real estate costs were
higher than necessary.
The pandemic was the straw that broke the
camel’s back. With the 2020 lockdowns,
everyone was working from home and
planning for hybrid work schedules upon
return-to-oce. It was clear that not
everyone would be in the oce at the same
time, so there was even less of a need for
maintaining assigned seating schemes and
opportunity to increase utilization metrics
and optimize oce space.
Pre-pandemic Workplace Models Ways of Working
19The Denitive Guide to Workplace Analytics
Quote
Bond Collective
Sources
Visix
Bond Collective
Desk Sharing
When an unassigned seating workplace
strategy is in place and when there are
fewer desks than employees this is called
desk sharing. The two desk sharing
methods already mentioned in the
unassigned seating introduction are known
as hot desking and hoteling.
“In hot desking, workspaces are allocated or occupied
on a rst-come, rst-served basis. Desks, tables, and
chairs have no permanent 'owner,' and workers use
whatever is available that ts their needs. These
arrangements can change at a moment’s notice – and
tend to do so several times a day – as people come
and go. Hot desking is very similar to the way many
restaurants operate. Customers arrive at whatever
time suits them in the hopes of nding a seat to
accommodate the size of their group.”
Hot Desking
Hot desking is a type of desk-sharing
arrangement with unassigned seating where
employees do not make reservations before
using a workstation. Like a restaurant,
people come in and look for space that
accommodates their wants and needs (group
size) on a rst come, rst served basis.
Hoteling
Hoteling is when employees reserve their
workstations before use. Reservations
are typically for longer duration – several
days, a week, a month – via booking
app or service. These arrangements are
much more static and don’t change as
often as hot-desking arrangements which
are compared to restaurant visits in the
quote above. Therefore, the concept is
named for the fact that it feels more like
the reservation experience of a hotel
instead of a restaurant.
20The Denitive Guide to Workplace Analytics
Part 1 B
Hybrid Era
Workplace Models
the New Ways
of Working
21The Denitive Guide to Workplace Analytics
Activity-Based Workplace
Design
Activity-Based Work (ABW) spaces are intentionally designed spaces
for particular work or work-supportive activities to take place. Design
features or change management programs educate employees on
how to productively use and benet from each space. The idea is
that there should be a particular part of the oce for all the activities
that employees need to engage in. ABW design seeks to optimize
productivity and employee experience. The word intentional is important
for dening ABW space. ABW does not work unless leadership is
involved and company culture supports it.
These spaces can exist in any layout, but they have been particularly
successful in mitigating the issues of total open-plan layouts. They do
this by providing privacy, freedom from distractions, and interruptions;
as well as psychological safety for employees that suer from too much
togetherness in open-space oce layouts. Quiet spaces or phone booths
can be soundproofed or sound-absorbent. When ABW is incorporated
into a total open-plan layout, the result is the mixed open-plan layout we
just learned about. You can see here how workplace terms overlap one
another and why so many terms get confused for one another.
Hybrid Era Workplace Models the New Ways of Working
Common ABW Spaces
Quiet spaces, e.g.,
a library or study
for heads-down,
focused work.
A lively, high-
energy kitchen/
coee area for
casual collaboration
with colleagues
during a break.
Meeting rooms
with collaboration
boards when it’s
time for groups to
put thoughts into
writing.
Phone booths for
private phone calls.
Hashtag
#ActivityBasedWorkspaces
#ActivityBasedWorking
#Neighborhoods
22The Denitive Guide to Workplace Analytics
Bubbles A full or partial enclosure that
gives workers a sense of privacy to do
concentrated work while still oering them
a 360-degree view of their surroundings.
Also known as Orbs.
Breakout Spaces A comfy area separate
from the more formal, established
working area. A breakout space has a
more casual look and feel and is designed
for employees to spend time in during
the working day in order to take a much
needed break away from their desks.
Modern examples of ABW spaces
Collaboration Spaces can take many forms
– from formal meeting rooms designed
for working as a group, or informal social
spaces that allow sta to come together in
a more relaxed, natural way. Regardless of
the style, the key purpose is that the space
will encourage an atmosphere of discussion
and team work, to connect people within the
company and enable true collaboration.
Touchdown Spaces are typically laptop
centric, informal settings such as a private
concentration room, lounge, presentation
room, or a collaborative area. They use
modular workstations with fast Internet access
for specic tasks which are shared between
coworkers and management. Employees can
use a touchdown space to quickly respond to
an email, a call, or a text message and then
move to other areas to complete tasks and
projects.
+ And there are many more diverse types
of ABW spaces.
Huddle Rooms An ABW solution to the
popularity of meeting rooms and the worse-
case scenario that no meeting rooms are
available when you need them. Born out of
this problem was the small collaboration
space with capacity for 2 to 4 people on
an ad-hoc basis, meaning no reservation
required. It’s quiet enough for focused,
group work and has enough amenities to
support desirable levels of productivity.
Benets of well-designed collaboration spaces at work
Increased
communication
between
traditionally isolated
teams
More eective
meetings and
teamwork
Improved
company morale
and a positive
culture; better sta
relations
New ideas that
may not have
emerged previously
Pods Partially or fully enclosed rooms
within rooms.
Sources
WeWork
CBRE
CNBC
BBC
Absolute Commercial
Interiors
StrongProject
MarketWatch
23The Denitive Guide to Workplace Analytics
“The case studies in Work on the Move
conrm [mobility programs] show
an average of 25% to 40% return on
investment. Most of the cost savings
are found in the reduction of real estate
because an increase in mobility causes a
decrease in real estate.”
Mobility in Our
Work Spaces
Mobility in the workplace is the extent to which technology and workplace
policies allow workers to untether from their desks and work from anywhere,
both in the oce and beyond. It’s not solely the policy of being able to work
from dierent settings, but also the practical ability (provided by the IT
department) of accessing your workplace from various corners of the oce
and locations in the world. Thus, eliminating the restriction of being in oce
at a particular desk.
Where Mobility Remote
Work Intersect
Mobility Oce
Space Demand
In the war to attract and retain top talent,
job candidates are looking for secure
company policies that allow for working
remotely. For companies looking to
future-proof their workforce, tracking
and increasing mobility can make all the
dierence because telecommuting is
the 2nd most important criteria for job
prospects after salary.
Pre-pandemic mobility programs
introduced a level of unpredictability in
space demand that resulted in seat sharing
as an alternative to assigned seating
allocation methods. Now, as a result
of the largest work from home (WFH)
experiment in history, business leaders are
recognizing that knowledge workers can
get work done in a variety of settings.
Increasing mobility and greater user
choice will result in a more erratic oce
space demand signal on a daily, weekly,
and longer-term basis. As such, we will
need methods, enabled by digital tools,
to account for this new micro supply and
demand dynamic.
Quote
FM Link
Sources
FM Link
JLL
Hybrid Era Workplace Models the New Ways of Working
24The Denitive Guide to Workplace Analytics
Distributed
Teams
Distributed Teams are groups of employees that work on projects or a job
function together, but are located in dierent oces or locations. Because of
this, they share characteristics of remote workers in that they require cloud-
based, mobile technology in order to collaborate and be productive.
However, unlike remote workers, distributed teams lack co-location
resulting in asynchronous work. Additionally, companies do not see
traditional remote workers as core employees. Whereas a distributed
worker’s connection to the company culture is valued. They are seen as the
same as an in-oce worker. Distributed teams may meet in one location
from time to time to reinforce employee engagement and collaboration.
Distributed team members may work in-oce or may work outside of the
oce. As a team, it can be assumed they work across multiple time zones.
Team members might even be all over the world.
Hybrid Era Workplace Models the New Ways of Working
25The Denitive Guide to Workplace Analytics
Distributed Teams
Co-location
Distributed Teams
The Pandemic
The opposite of a distributed team (and
fully remote/virtual teams) is a co-located
team. Co-location means that people
work in or are assigned to the same
oce. Pre-pandemic, most teams were
co-located. It is yet to be seen whether
the global workforce will be mostly
distributed or mostly co-located going
forward.
As a result of the 2020 lockdowns, distributed
teams necessarily became the most popular
work model, after remote work (dened on page
29), to maintain productivity. With employees
and managers forced to remain at home for
health and safety, there was little other option.
Cloud-based, digital technologies made both
distributed and remote teams possible, and
liberated some from a single oce model.
“There are still issues of time zone, but the lack of co-
location itself puts a larger premium on asynchronous
modes of communication and collaboration.”
Quote
Dropbox
Hashtag
#DistributedWork(force)
Distributed Teams Aren’t
Always Hybrid Teams
This term is incorrectly used
interchangeably with the term “hybrid
teams” which refers to teams with some
members working in the oce and others
working remotely. While not always the
same as hybrid teams, distributed teams
are increasingly also hybrid teams. But
distributed teams could also be fully oce-
based because the denition is teams with
members that work in dierent locations
across a region or the world. The denition
does not specify whether those locations
are oce-based, home-based, a coworking
oce, coee shop, or beach chair. Hybrid
teams must include a combination of
remote and oce work. Distributed teams
do not.
It takes a nuanced management style
to manage members of a team located
in dierent oces or locations versus
the management style required for a
single, central oce. In the latter case,
the manager could physically supervise
in-person as was the objective with the
Taylorist oce design style.
Sources
Dropbox
K2space
NoHQ
Arif Harbott
26The Denitive Guide to Workplace Analytics
Sources
Cisco
Envoy
There must be a combination of work
performed both at the company oce
and remotely throughout the work week
by employees in order to qualify as hybrid
work. The Venn diagram below shows the
three forms hybrid work can take.
So a fully oce-centered company
policy is not hybrid and a fully virtual or
remote team (dened on page 29) is not
hybrid either. A distributed team can be
hybrid, but not necessarily.
No longer can we assume everyone
commutes to a traditional oce to
perform work during roughly the
same work hours. Thanks to the 2020
pandemic, an emerging trend of
workers being freed from the need to go
to the oce in order to meet company
policy and be productive has been
accelerated. Technology has liberated
the worker from the desk and increased
mobility. Collaborative work can happen
between an in-oce worker and remote
worker with the right tools and support.
“Hybrid Work is an approach that designs the work
experience around and for the worker, wherever they
are. It empowers people to work onsite, osite, and
moving between locations. Hybrid work also promotes
inclusiveness, engagement, and well-being for all
employees.”
Hybrid Work
Explained
Hybrid Work refers to a type of exible working arrangement, within a
single company, in which employees perform work both in the company
oce with other colleagues and remotely. There is more than one type of
hybrid work arrangement and hybrid work is about the location where work
is performed. Please see asynchronous work (on page 31) for a denition of
the exible work arrangement that deals with time and not location.
Hybrid Era Workplace Models the New Ways of Working
A C B
Graph
Envoy
A – Some employees
always work on-site
and others always work
remotely
B – All employees work
part of the week on-site
and part of the week
remotely
C – A combination
of A B
Quote
Cisco
27The Denitive Guide to Workplace Analytics
Sources
GlobeSt.com
Citizens Advice
Indeed
Croner
Flexible Work
Models
Flexible Work is any work schedule or workplace location that deviates
from the traditional oce-based, synchronous work. Before the present
work evolution, you might have found this type of work listed in job
advertisements as "ex work" or "ex jobs". Today, you’re most likely to see
jobs advertising "hybrid work" as the term increased by 464% in job postings
between Q2 and Q3 2021.
The Pros Cons of Flexible Work
Pros Cons
Greater work/life
balance
Diculty to
arrange meetings
Productivity Lack of boundaries
Job satisfaction Less Structure
The ability to avoid
trac
Diculty
connecting with
other employees
It's Not Just Hybrid Work
· changing from full-time to part-time work
· adjusting the part-time hours that you
work, for example from weekends to
weekdays
· making working hours t in with
school hours, college hours, or care
arrangements
· compressed hours, that is, working your
usual hours in fewer days
· exitime – which allows you to t your
working hours around agreed core times
· working from home or remotely for part or
all of the time
· job sharing
· self-rostering – when management creates
the shift schedule based on employees’ work
schedule preferences
· staggered hours – which allow you to start
and nish your days at dierent times
·
time o in lieu (TOIL)
–
under British law this
means time o is given instead of paying
overtime
· annualized hours – when an employee’s set
number of hours are based on a yearly time
frame and not a weekly time frame
·
term-time work – not working during school
holidays
· shift working
Hybrid work is a type of exible work. Other exible working arrangements include:
Hybrid Era Workplace Models the New Ways of Working
28The Denitive Guide to Workplace Analytics
Sometimes represented by the acronym
WFH, this is a type of remote work that is
only done at the home of the employee.
“[A]s of 2019, only 5.4% of employed in
the EU-27 usually worked from home – a
share that remained rather constant since
2009. However, over the same period,
[employees who sometimes worked] from
their homes increased from 5.2% in 2009
to 9% in 2019. [WFH] was considerably
more common among the self-employed
than dependent employees, although
it increased in a similar way for both
categories over the past decade.”
Compare that to the US, “Before the
pandemic, only 6% of the employed
worked primarily from home and about
three-quarters of workers had never
worked from home.” By May 2020, “over /
of those employed worked from home as a
result of the pandemic.”
Virtual First is a type of remote work
where employees primarily work
from home, “but also schedule visits
to the oce for in-person work with
teammates.” In this work model, the
company consciously preserves the
oce as a place for collaboration and
employee engagement only. Employees
perform their individual work at home.
Dropbox made this work model popular
in October 2020. This is dierent from a
completely virtual or remote company
because there's still the option to work at
the company oce.
Hashtag
#Telework
Remote Work
Work From Home Virtual First
When an employee with an assigned oce
does not work in that traditional oce
environment. This could mean working
from a local coworking space, from home,
at a coee shop, or in a city on the other
side of the world. There are interesting
statistics comparing remote work prior
to and during the pandemic. However,
these stats do not dierentiate between
working remotely from home or working
remotely from somewhere outside the
home. The assumption is that everyone
is working from home, likely because this
is largely the case. But as remote work
becomes more commonplace in the future,
we look forward to the research comparing
these realities of the various remote work
locations also known as “third spaces”.
Sources
Remote Year
Dropbox
Quote
Dropbox
Sources (WFH)
European Commission
NCCI
MIT
“The word remote is in fact meaningless if there
is no center to be remote from.”
29The Denitive Guide to Workplace Analytics
Fully Remote
Fully Remote vs WFH
Fully Remote refers to the work
arrangement of an individual employee,
an entire company, or some groups of
employees as shown by the hybrid work
Venn diagram on page 27. It means an
employee either doesn’t have to work
from the company’s oce or there is no
Fully remote work diers from WFH
because fully remote workers can work
from anywhere in the world that their
company allows. Companies may limit
employees to working only in certain
areas to comply with dierent regulations.
Understanding legal and tax policies
of each country and municipality for
each remote worker is one of the most
dicult aspects of maintaining a remote
workforce. The regulatory environment
is incredibly complex and evolving with
the emergence of new remote work
company oce to work from. This is also
known as 100% virtual work. Companies
and teams using this workplace model
often face challenges with recruitment, on-
boarding, management, collaboration, and
company culture between individuals that
rarely or never meet in-person.
classications, such as digital nomads
and hybrid workers. Some teams also
nd it dicult to coordinate and optimize
productivity when team members are in
dierent time zones. While it’s possible
to work from anywhere remotely, the
vast majority work from their home near
the company. Others work in coworking
spaces near the location of their home and
company. At the moment, very few remote
workers are working from the beach in Bali
or a chalet in the Swiss alps.
Image
Workstation of a
remote worker in an
exotic location. Often
described as a Digital
Nomad.
30The Denitive Guide to Workplace Analytics
Sources
Flash Hub
Chron
Asynchronous
Work
Asynchronous Work is the type of work distributed teams most commonly
perform because they generally work in dierent time zones. Employees
work asynchronously when they collaborate and submit deliverables at
dierent times of day or week, even when on the same project. This is
the opposite of the traditional, oce-centered work model that relies on
synchronous work. Synchronous work employees all start and nish the work
day at the exact same time and complete their work simultaneously.
Asynchronous Work
vs Autonomous Work
Asynchronous work diers from
“Autonomous Work” in that the former is
about when work is performed and the latter
is referencing the extent of independent
authority workers have to decide what tasks
they perform. The level of independence
can be on a continuum, but autonomous
work is in direct contrast to micromanaging.
Hybrid Era Workplace Models the New Ways of Working
Lvl 5
Nirvana
Lvl 4
Lvl 3
Lvl 2
Lvl 1
Lvl 0
Distributed
Work's 5 Levels
of Autonomy
A job that can't be done unless
you're physically there
No eort to make things
remote-friendly
Work is still synchronous,
your day is full of interruptions
Remote-rst or
Distributed work
Truly asynchronous
work
Better
performance
than in-person
organization
31The Denitive Guide to Workplace Analytics
Metaversal
Spaces
Hybrid Era Workplace Models the New Ways of Working
Metaversal Spaces are one answer to the lack of contact people experience
during the Covid pandemic. After working from home for over a year and
a half, people started to experience isolation. They missed being able to
socialize spontaneously. As a concept still in its infancy, it’s akin to describing
what the internet was in the 1970s, according to Wired. However, when
discussed within the context of the workplace, it’s a virtual space created
to mimic professional, real-world interactions. Picture an employee working
from home. They put on their virtual reality headset, select their avatar, and
engage in spontaneous water cooler conversation with colleagues, attend a
meeting, a training, or a professional conference. Early adopter companies
are exploring workplace experience through curated oce metaverses.
Quote
New York Times
According to Satya Nadella, Chairman and
CEO of Microsoft, the company believes it
could involve virtual meeting rooms to train
new hires or chat with remote coworkers.
Source
Twitter
“Mark Zuckerberg has upended his
company ever since he announced in
October that he was betting on the
so-called metaverse. Under this idea,
his company – renamed Meta – would
introduce people to shared virtual
worlds and experiences across dierent
software and hardware platforms... And
while the shift may give Meta a head
start on the internet’s next phase, the
metaverse remains a largely theoretical
concept – unlike the 2012 [company]
move to mobile [devices], when
smartphones were already widely used.”
32The Denitive Guide to Workplace Analytics
The Denitive Guide to Workplace Analytics
Part 2 / 3
34The Denitive Guide to Workplace Analytics
Part 2
Important Workplace
Analytics Terms
to Know
Workplace analytics provide the data and insights
to answer today’s hybrid work era questions. It’s
the collective information on all things impacting
worker productivity, well-being, and turnover to help
companies ne-tune decision making. This leads to
winning workplace strategies.
Workplace analytics, like many things related to
the workplace, became critical to company success
seemingly overnight. Companies looking to embrace
the repurposing of the physical oce and managing
a team of distributed, remote, or hybrid workers need
workplace analytics to inform their strategies. As a
result, they will be rewarded with loyal employees,
higher productivity, and more.
Let’s review important workplace analytics terms and
concepts you should know.
Introduction
35The Denitive Guide to Workplace Analytics
Occupancy also known as Attendance,
is the number of people inside of a work
space, building, or location at a single
point in time. Manual counting occupancy
studies usually yield daily occupancy
gures. Today’s Wi-Fi, Ethernet, and sensor
technologies oer occupancy data in real-
time, essentially giving data on the number
of people in a space by the second.
Occupancy does not necessarily equal the
number of seats for two reasons. One, not
all employees working in the oce utilize
workstations and, two, it depends on your
denition of seats. See “Seating Capacity”
on page 37 for further details.
Occupancy is not equal to “Utilization”
because occupancy is a single point in time
whereas utilization is collective occupancy
data over a period of time.
Quote
Phil Kirschner,
Workplace Strategy and Change Leader at McKinsey
LinkedIn
Analytics Terms for Workspace
Optimization Right-Sizing
Important Workplace Analytics Terms to Know
Utilization is aggregate occupancy data
points over a given time frame – a year, a
month, a week, a day, etc. The granularity
of your utilization data depends on the
granularity of your occupancy data. If you’re
able to collect occupancy data in real-time,
in other words collecting and displaying
occupancy count by the second, then
occupancy per minute would be a measure
of utilization because it’s a collection of
60 occupancy data points. This is why
occupancy and utilization are often used
interchangeably, but the key is thinking of
utilization as a collection or grouping of
occupancy data points over a denite time
frame.
Peak Utilization is the highest occupancy
reached within a dened time frame. This
answers a question like: What was the
greatest number of people in this meeting
room last year?
Average Utilization is grouping various
occupancy gures together during a period
of time and taking the average of all of
them. If average utilization is frequently
close to the space capacity (discussed on
page 37), that’s an indication of a need for
more oce space or a larger footprint in
the event of an increase in headcount or
visitors.
“
Seating Demand – Just because someone
is coming into the oce (by choice or
otherwise) does not mean that they need
or intend to sit in a traditional “workstation”
all day long. As the oce becomes more
like an event center, our assumption
of what “seating demand” means has
to change. While working at WeWork,
managing a large team, I was in the oce
almost every day but hardly ever sat in a
workstation...and that was pre-Covid.
”
36The Denitive Guide to Workplace Analytics
people allowed in the oce at one time to
below the traditional capacity. For more on
this please refer to “Maximum Occupancy”
on page 40 in “Workplace Analytics Terms
for Health & Safety Management”. This
requires us to distinguish between the
number of people permitted in the oce or
meeting room for building safety and the
number of people allowed in the oce or
meeting room for Covid compliance.
Finally, prior to putting workstations and
seating into a space there is a maximum
number of people an oce space is
permitted to hold. Seating capacity is
limited by choice of furniture, organization
of spacial elements, and oce space
design. So, capacity should rst be thought
of as the number of occupants an oce
space is able to hold and then a specic
capacity term should be used based on
what you are explicitly referring to.
Capacity or general capacity is the
highest allowable number of occupants in
a space as governed by local regulations
or a company standard. However, many
companies dene capacity as the highest
number of available seats in a work space.
We would call this seating capacity for
dierent reasons.
One, as mentioned in the section about
occupancy, not all visitors to the oce
will use workstations. Two, companies
dene seats in dierent ways. Many count
only ergonomic workstations as seating.
Other companies count the number of
locations people could possibly work
including sofas, café stools, other lounge
area seating, and meeting room seating.
However your company prefers to count
seating, this would be known as your
seating capacity. Three, the pandemic
forced companies to limit the number of
Ground Floor 10%100
100
100
100
100
Name Total Desks Utilization Chart Avg. Utilization
1
st
Floor 50%
3
rd
Floor 30%
2
nd
Floor 10%
4
th
Floor 50%
Visualization of Locatee Analytics: Breakdown of utilization by oor
37The Denitive Guide to Workplace Analytics
Hourly Utilization Real-Time Occupancy
gures can inform cafeteria crews of how
to alter their routines. Knowing how many
people are in the building at 10am, they can
prepare food for a more accurate number
of people. This helps eliminate food waste
and overproduction costs, as well as people
waiting in lines due to underproduction.
Occupancy Distribution When occupancy
data is viewed or distributed over dierent
time lters, whether by day, week, month,
season, or another dened period, then
utilization patterns and trends emerge. For
example, you can see the peak and lowest
occupancy and identify possible causes.
Data ltered by dierent time frames
oers a host of use case opportunities for
workplace optimization.
For space requests and growth plans,
reviewing monthly utilization is most
helpful. When performing analysis for
upcoming lease events or preparing
reports for investment analysts, senior
management, and/or C-suite quarterly
and annual time lters on utilization
data provide a wealth of information.
Optimization is also enabled for the way
third-party, service providers use company
workspace. Daily utilization data, for
example, allows cleaning crews to view
which areas were most heavily engaged
each day and adapt their focus accordingly.
Furthermore, by analyzing weekly patterns
over a period of time (i.e. the last quarter),
the cleaning and sanitizing of the oce can
be scheduled most eciently.
Lowest Occupancy is the opposite of
peak occupancy. It’s the lowest number
of people inhabiting a workspace over
a denite period of time. As we look to
reduce, reallocate, and optimize oce
space, this workplace analysis term is
increasingly important.
Monday
0% 50% 100%
Average Utilization
Tuesday FridayWednesday Thursday
4pm
2pm
12pm
10am
Visualization of Locatee Analytics: Average utilization for each working hour of the week to detect the (least) busiest one.
38The Denitive Guide to Workplace Analytics
“[Our] research has uncovered that in many organizations,
there are people who work in the same department, in
the same role, sometimes even with the same job title,
yet these employees may have dierent behavioral
workstyles that aect how and when they use
technology. [These] lesser understood or quantitatively
researched behavioral attributes...are the key
to planning for a workforce in transition.”
Mobility In the context of workplace
analytics, mobility is the extent to which
technology and workplace policies allow
workers to untether from their desks and
work from anywhere. This applies to both
in-oce and remote work.
It’s not solely the policy of being able
to work from dierent settings, but
the practical ability (provided by the IT
department) of accessing your workplace
from various corners of the oce and
locations in the world. Thus, eliminating
the restriction of being only in the oce at
a particular desk.
Mobility data encompasses both the
location and the amount of time that
employees spend working in dierent
areas of the workplace. This information
is typically drawn from utilization data
that shows employee behavior and work
style preferences. This assists with the
development of employee personas.
Mobility data can help determine zone or
neighborhood space planning (more on
this on page 41 and 42). Benchmarks such
as Mobility Per Employee measure the
mobility within the oce of the employees
against predened mobility and activity
proles.
Quote
Poly
39The Denitive Guide to Workplace Analytics
Maximum Occupancy With Covid
variants becoming the new normal of
the workplace, having a company- or
government-regulated maximum number
of people in the oce at any given time
is important for workplace health and
safety managers to know and adhere to.
This number can also be known as Target
Occupancy. Some companies might prefer
to replace the capacity gure in their
workplace analytics software with this
lower, Covid-compliant limit.
Workplace Analytics Terms for
Health Safety Management
Hourly Utilization Real-Time Occupancy
Dene your maximum occupancy in your
workplace analytics software and monitor
occupancy levels live or every hour to
alert users immediately if there has been a
breach in health and safety standards.
Important Workplace Analytics Terms to Know
40The Denitive Guide to Workplace Analytics
Dening the Areas
You Want to Analyze
When preparing to gather workplace data,
you need to dene each work area that
you want to analyze. Stack planning is that
process. The “stack” is a complete collection
of oor plans, showing every level of a
building and each oor’s distinct features.
A stack shows which groups occupy what
space, where open spaces are, and oor
plan capacities.
For workplace analytics, it’s helpful to further
granularize your oces beyond just building and
oor number. Each oor on your workplace analytics
platform should be subdivided into a collection of
zones and neighborhoods to allow for workplace
statistics to be collected at a more granular level.
Highly granular data improves precision and accuracy
of data-driven insights. Zones are small work area
geographies dened by ABW design (such as
quiet zones) or a consistent number of employees
(overlapping with the concept of neighborhoods).
Stack Planning
Zones
Important Workplace Analytics Terms to Know
Image
Floor map view on
Locatee Analytics
showing dierent zones
41The Denitive Guide to Workplace Analytics
A Neighborhood is a work area assigned
to a particular business unit/team. Several
neighborhoods could be located within
a single zone. These are also sometimes
called Home Bases. Having data on
zones and neighborhoods is crucial when
evaluating, approving, or denying space
requests. Objectivity can be assured when
the decision is backed by continuously
measurable data that is also easily shareable
with decision makers and stakeholders.
A tool like Locatee can help companies
right-size their space assignments by help-
ing companies understand ongoing patterns
in oce usage.
Neighborhoods
Team mobility is an assessment of when,
where, and with whom entire teams work.
Team mobility data provides answers to the
following questions:
→ When do teams work in a building or zone ?
→ On which days and during which hours
do teams work?
→ Which teams actually work in Zone Y?
→ In how many
neighborhoods/
buildings/
oors/zones
does a particular team work?
→ Which teams work most at the HQ and
which work most remotely? Is this due to
job function or preference?
Global workspace strategy decision-makers
identied team mobility as a top data type
to collect and manage today according to
Forrester Consulting . Once you’ve analyzed
how often the Customer Success team
uses its own neighborhood, the next step
is to collect data on how often members
of that team can be found in the Product
team neighborhood or a specic zone. If
certain teams are interacting frequently and
occupying similar zones or one another’s
neighborhoods, that can inform your space
planning (reduce teams’ assigned space,
bring certain teams together, etc.).
Team Mobility
Image
Floor map view on
Locatee Analytics
showing business units'
neighborhoods
Source
Forrester
Consulting
42The Denitive Guide to Workplace Analytics
The most granular view of workplace
analytics is the individual desk,
workstation, phone booth, or oce.
Today, we see experimentation with the
reduction of individual workspaces used
for independent, focused work.
As discussed in Part 1 of the guide,
the demand for assigned, individual
workspaces is decreasing because so
many people are now working remotely
for signicant amounts of time. Of those
working in the physical company oce,
the most eective teams today spend 50%
or more of their time on collaborative work.
To conrm if this reduction of individual
workspace is the right way to go for your
company, monitor these spaces with
sensors. The sensor data can then be
funneled continuously into a single platform
that aggregates all of your workplace
utilization. Thus, decision making about the
ratio of individual workspace to collaborative
space can be made with accurate data and
condence.
Individual Workspace
Image
View of Locatee's
Meeting Room Analytics
dashboard
As the importance of collaborative space
increases, meeting room analytics –
insights and data on the occupancy and
utilization of meeting rooms, conference
rooms, and all collaborative spaces – have
become increasingly important as well.
In some cases, neighborhood and oor
utilization might be lower than meeting
room utilization. Answer questions such as:
How often are all meeting rooms occupied
at the same time? When meeting rooms are
consistently fully occupied or fully booked
(appearing occupied), the opportunity for
spontaneous meetings to occur is reduced.
This has a negative impact on productivity
and innovation.
Meeting Room Analytics
43The Denitive Guide to Workplace Analytics
Avoid myopia by resisting the tendency
to allow a single data point to become
more important than the original objective.
Does the metric you’re measuring actually
represent the answer to your question?
Allow members of the workplace planning
team to question and be skeptical
about certain metrics. Ensure everyone
understands the denitions and allow
for the use of new metrics when the old
assumptions no longer apply.
“Imagine for a moment that somebody
determined that in a particular company
the top performers were spending four
hours in meetings each day. If someone
were looking solely at analytic data, they
might assume that this was some sort of
meaningful metric, and start demanding
that other employees spend four hours
of their day in meetings, even if there is
no real reason for those employees to be
sitting in meetings for that many hours.
In a situation like that, a bureaucratic
decision that is designed to enhance
productivity could actually undermine
productivity for some users.”
Misleading Misaligned Metrics
Avoid Common Workplace
Analytics Traps
The hybrid work era is still in its infancy, the fundamentals are still
developing, and the keys to success are still being formulated. But we do
have best practices around data analytics in general. Forbes wrote about
common traps to avoid when analyzing data and in this section we will zero
in on the last two and tell you how to overcome them.
It’s important to remember what your
highest goal is when it comes to workplace
analytics. Keep those critical questions
that need answering at the forefront
because you can easily get into a situation
of not being able to see the forest for
the trees. This is an expression used to
describe someone who is too involved
in the details of a problem to look at the
situation as a whole and make the best
decisions.
Focusing on the Wrong
Insights–Unable to See
the Forest for the Trees
Important Workplace Analytics Terms to Know
Source
Forbes
Quote
Redmond
44The Denitive Guide to Workplace Analytics
Seats vs Occupancy
A nal trap is to fail to allow your data
points to evolve. This goes back to keeping
the most important questions in the
forefront and questioning whether the data
points can accurately answer those key
questions.
For example, the moment unassigned
seating rose in popularity in oce
planning, the number of seats in an oce
ceased to be an appropriate proxy for
occupancy. But the workplace planning
industry was slow to catch on. That is
until the pandemic precipitously sent the
majority of workers home and established
the secular trend of hybrid and remote
work. Phil Kirschner, previously cited on
page 36, wrote a JLL article and much
more recent LinkedIn post on the topic.
His main points were:
→ Workplace density is a deceptively
simple measurement. Square feet per
person is usually equated to square feet
per seat.
→ Years ago, critical ratio miscalculations
were [already] becoming common with
the open workspace adoption, desk-
sharing schemes, and higher daily oce
attendance...and that was pre-Covid. It
will only get worse now.
→ These missteps can be costly upon the
overprovisioning or underprovisioning
of resources, as it can impact employee
productivity and experience.
→ New ways of working also impact how
those variables inuence our projects.
From furniture to technology to building
services and amenities.
→ Traditional ratios no longer apply.
Occupancy vs Utilization
Another way to focus on the wrong
insights is by not having clear denitions
of the data points that form the basis on
your workplace insights. Occupancy and
utilization are often used interchangeably.
Use this guide's “Workplace Analytics
Terms for Workspace Optimization &
Right-Sizing” (on page 36) to clarify your
understanding of the two terms and put
that controversy to rest in your workplace.
Failing to Create a
Data-Driven Culture
Sources
JLL
LinkedIn
When it comes to data everyone knows
outputs are only as good as the inputs.
To ensure maximum accuracy of data
collection and insight formulation, your
organization has to possess not only the
right technology capable of managing and
visualizing your data, but your team has to
be trained and skilled, and leadership must
oer top-down support of a workplace
guided by analytics. It must be a part of the
company culture. A tool like The Workplace
Insights Score by Locatee can tell you if
your company is on the right track.
Source
Locatee
45The Denitive Guide to Workplace Analytics
Part 3 / 3
46The Denitive Guide to Workplace Analytics
Part 3
Building Your
Workplace Analysis
Success Sequence
Introduction
Your workplace analysis procedure is the foundation
of all your data-driven decision making. In part 3 of
The Denitive Guide to Workplace Analytics we will
discuss the success sequence for establishing your
workplace analytics process.
47The Denitive Guide to Workplace Analytics
Step 1 Build alliances and ultimately your team. In the past, corporate real
estate measured space and occupancy metrics, facilities management
covered building operations details, HR monitored employee performance
and experience, while IT was charged with providing the digital tools
and infrastructure to enable productivity – and there was little sustained
cooperation between all four of these functions.
Previously, IT was free to make workplace decisions unilaterally, but now
needs input or approval from other workplace decision makers. Facilities
managers also have a seat at the decision making table.
Today, these separate functions are required to come together more than
ever for the evolution of the workplace. As a rst step, alliances need to be
built, but ultimately it needs to become a team that regularly collaborates.
Your Workplace
Success Team
Building Your Workplace Analysis Success Sequence
Image
A workplace success
team collaborating on
new challenges and
opportunities brought
about by hybrid work
phenomenon.
48The Denitive Guide to Workplace Analytics
Corporate real estate and facilities
managers will require the input
of HR and IT leaders to develop
denitions of workplace success
that align with company mission.
All parties will have to agree on a
set of metrics to measure success.
Ultimately, these stakeholders
will play an important role in data
sharing, analysis, and interpretation.
The result is a team of workplace
leaders that oer recommendations
for ways to improve, iterate,
and provide information to
stakeholders regarding workplace
design and practices.
Top competencies for success at work
Last decade
1
2 2
3 3
4 4
5 5
6 6
7 7
Next decade
1
Coaching Others
Critical Thinking
Result Focus Learning Agility
Customer Focus Digital Dexterity
Teamwork Building Relationships
Proactive Communication Embracing Diversity
Organizing and Prioritizing Resilience
Interpersonal Sensitivity Change Orientation
Source
Inc.com
Source
Facility Executive
A successful collaboration across
functions will require top-down
mandates, follow-through, and
budgetary support from C-suite
leadership. Some would argue
this level of organizational change
requires C-suite leadership to
be at the helm of these teams,
leading every team meeting, and
driving the vision forward. It will
also require new skills for a new
decade dened by hybrid work.
Make sure those team members
possess "Top competencies for
success at work" shown above.
49The Denitive Guide to Workplace Analytics
Step 2 Once you have your team in place, your rst order of business is to
collaborate and decide what workplace success means to your company.
Workplace success will be dened by your company mission statement and
current company objectives. The denition should cover which company
values and objectives the workplace will have direct or indirect impact on.
Here is a sample list of values and objectives:
Dene Workplace Success
for Your Company
Building Your Workplace Analysis Success Sequence
→ Productivity
→ Collaboration
→ Innovation
→ Creativity
→ Health
→ Protability
→ Cost-savings
→ Employee
Recruitment
Retention
→ Safety
→ Wellness
→ Mental Health
→ Diversity
→ Inclusion
→ Company Culture
/ Values
→ Environmental,
Social
Governance (ESG)
50The Denitive Guide to Workplace Analytics
Step 3 Make a list of all possible Key Performance Indicators (KPIs) your
workplace success team could use to measure success. Then narrow down
the list to the most measurable KPIs based on what data your company
consistently has access to.
Well-known KPIs such as cost per square foot and density ratios have
always been at the forefront of driving corporate real estate strategy and
dening workplace success. In recent years, however, human-centric and
ESG objectives have also emerged as must-have markers of a high-quality
oce. For attracting and retaining your employees, mastering all facets of
workplace success by using new as well as traditional metrics is now critical.
For corporate real estate and facilities managers, inputs from HR and IT will be
invaluable. The new ways of when, where, and how work is being performed
is inuencing the emergence of new workplace success metrics. Traditional,
as well as hybrid and remote work measurements, will dene and allow
assessment of the best workplaces of the future.
Dene Workplace
Success KPIs
Building Your Workplace Analysis Success Sequence
Why are KPIs so important?
What gets measured, gets mastered. KPIs are
the data points that allow you to track work-
place performance and ultimately success.
When planning workplace strategy, complete
success sequence steps 1 through 3 and use
KPIs to dene your starting point and monitor
over time whether you’re progressing toward
your objectives or not.
KPIs can be both quantitative and qualitative.
Quantitative KPIs get all the attention, but
qualitative KPIs are crucial tools to check
your blind spots and ensure you’re getting
a comprehensive picture of your workplace
performance.
“The right set of KPIs will allow
your individual employees to
objectively assess and contribute
to your business’ projects without
explicit micromanagement or
supervision. KPIs should always
be realistic and measurable,
meaning that contributing to their
fullment will add to the sense of
teamwork and collaboration.”
Quote
Kenjo
51The Denitive Guide to Workplace Analytics
Quantitative
Workplace Metrics
Quantitative workplace metrics are
numerical or mathematical representations
of information on how well the workplace
is aligned with company or business unit
objectives and achieving success in dened
areas. Workplace leaders, like performance
assessors in general, tend to prefer
quantitative metrics because they are the
easiest tool for answering questions such
as – have we achieved our targets or not?
If not, then how successful have we been?
Numbers are easier to rank, compare, and
assess than feelings or ideas.
Below is a sample of the types of
quantitative KPIs that will ensure your
workplace is ready for the hybrid work
era.
Traditional KPIs
Despite experiencing a current loss of
prominence, traditional KPIs which are
focused on managing the cost of the
portfolio, are still relevant in the evolving,
hybrid workplace. Depending on company
values and objectives, they may even
remain center-stage. Ultimately, the
human-centric KPIs getting the most
attention right now will maintain long-
term importance if they also improve the
portfolio management metrics.
Financial
→ TCO per FTE
→ Occupancy Costs per Workstation
→ Occupancy Costs per Business Unit
→ Real Estate Costs as a % of Revenue
→ Employee Costs per
Square
Foot / Meter
Non-Financial
→ Space Sharing Ratio
→ Workstation Density
Financial
→ Capitalization Rate (if selling)
→ Cost Savings per Transaction
→ Cost Recovery as a % of Sublet Deal
→ Contract Rent vs Market Rent
→ Cost Savings per Year
From Negotiations
Non-Financial
→ Objectives Compliance
→ Ranking of Innovative Negotiations
Financial
→
Total Rent Obligation per Square Foot / Meter
→ Average Lease Rate
→ Taxes per Square
Foot / Meter
→ Operating Costs per Square
Foot / Meter
→ Budgets to Actual as a %(+/-)
Non-Financial
→ Total Area of Sublet Space as a %
→ Average Lease Term
→ Invoices Processed per Month
→ Annual Lease Reviews Completed as a %
→ List of Active Leases per Person
→
Leases Abstracted, Scanned Loaded as a %
Quantitative KPIs for Budget Conscious Oces Quantitative KPIs for Transaction Management
Quantitative KPIs for Lease Administration
1
Source
CoreNet Global
Performance
Management
Seminar
TCO – Total Cost
of Occupancy
FTE – Full-Time
Equivalent
Financial
→ Budget to Actual Expenses as a %(+/-)
→ Projects/Redesigns Completed
On-Time as a %
→ Projects/Redesigns Completed
Within Budget as a %
Non-Financial
→ Lease-to-Own Ratio
→ Leasable Corporate Space
per Corporate Real Estate
Management Employee
→ Annual Headcount or FTE
per Square
Foot / Meter
Quantitative KPIs for Portfolio Management
52The Denitive Guide to Workplace Analytics
→ Retention Rate
→ Vacation Days Used
→ Sick Leave
→ Average Response Time (in days)
to Job Candidate Applications
→ Employee Productivity
→ Performance KPIs
→ Average Number of Slack Messages
Quantitative KPIs for Employee
Engagement (EE)
Human-centric Hybrid Work KPIs2
→ Time Working Remotely
→ Meeting Room Utilization
→ Workplace App Usage
→ Digital Transformation KPIs
→ Utilization of Features
→ Booking Analytics vs Usage Analytics
→ Workstation Density
→ Distinct Number of Users
→ Visitor Metrics
→ Entry Exit Number
→ Space Demand Metrics
→ Air Light Quality
→ Decibel Levels
→ WELL Certication
→ Cleaning Eciency
→ Waste Generation (Food Waste)
→ Water Consumption
→ Energy Consumption
→ Space by FTE/Headcount
→ Full-Floor Occupancy
→ Average Utilization
→ Peak Utilization
→ Space / Business Unit
→ Collaboration Space-to
Individual Workspace Ratio
→ Footfall of Dierent Areas
→ Mobile Headcount / Total Headcount
Quantitative KPIs for Workplace Experience (WX)
Technology cost per
person, workplace, and
technology utilization
rates
Social Distancing
Compliance
Prot per Employee,
Revenue per Employee,
Average Task
Completion Time,
Overtime Employee
Financial
→ Cost per Square
Foot / Meter
by Item
→ Cost per FM FTE
→ Cost per Work Order
→ FM Cost per Portfolio
Square
Foot / Meter
→ KWH per Square
Foot / Meter
→ Cost per KWH
→ FM Operations cost per Person
→ Budget Variance as a % (+/-)
→ Cost of Energy per Person
per Square
Foot / Meter
→ Capex-to-Opex Ratio
→ Downtime of Assets/Resources
due to FM Factors
→ Average Age of Building
→ Facility Condition Assessment Scores
→ Facility Condition Assessment
Completed
→ Preventative Maintenance
Completion Rate
→ Chargeback per Service
→ Response Time on Work Orders
→ Accident Rate
→ Outstanding Work Orders as a %
Quantitative KPIs for Facilities Management (FM)
Sources
Locatee (WX)
International Facility
Management
Association
Source
Locatee (EE)
53The Denitive Guide to Workplace Analytics
Qualitative Workplace
Metrics
In comparison to quantitative metrics
which use numbers and statistics to
express what the research has revealed,
qualitative metrics are “data that is built on
behavior, emotion, character, personality,
and other traits that can help understand
the ‘why’ behind an issue.” Qualitative
data helps establish a complete picture
of underlying causes of challenges and
opportunities by including feelings and
opinions into workplace research. For this
reason, qualitative metrics are notoriously
dicult to measure.
Despite this, qualitative data is as essential
as quantitative data. The ambiguity should
not deter workplace leaders from gathering
this type of data and forming associated
KPIs. These provide answers to questions
such as do employees feel emotionally safe
and supported? Why do employees leave the
company? Is the oce nurturing or hindering
employee wellness and satisfaction?
Below is a sample of qualitative KPIs that
can be used for workplace success in the
hybrid work era.
Sources
Edgecumbe
SmartKarrot
Benchmark One
Source
Innovative Workplace
Institute
→ Trends in Employee Requests
→ Worker Personas
→ Diversity of Work Settings
→ Neural Psychological
Stimulation vs Relaxation
→ Customer Satisfaction Rating
→ Ease of Navigation
→ Employee surveys of oce furniture
ergonomics, layout, amount of work
space, access to equipment, technology,
oce design, workplace ambiance
Qualitative KPIs for Workplace Experience (WX)
Qualitative KPIs for Facilities Management (FM)
Image
Woman enjoying a
positive workplace
experience.
54The Denitive Guide to Workplace Analytics
Keep Only The
Measurable KPIs
Benchmarking – Old vs
New Work World
Once you’ve made a list of all possible
KPIs desirable to measure your company’s
workplace success, narrow the list down to
KPIs you can consistently and continuously
measure for the long term based on the
actionable data and resources available.
Benchmarking made the most sense in the
past when most organizations operated by
non-exible work models, like synchronous
work hours, co-located teams, and assigned
seating. Because things didn’t change much
in these work environments, static metrics
of density, space eciency, and cost
eciency were the norm. In those days,
benchmarking used to be all about space.
Now, the hybrid work era makes exibility
and agility the norm. Static metrics are
no longer the focus because they are no
longer appropriate. User performance is.
User experience is. So benchmarking can
no longer be solely about space. Workplace
leaders now care most about user behavior
which is assessed using a combination of
metrics like those just listed above. Not all
aspects of old world benchmarking were
entirely useful even in their heyday of static
work environments.
→ Internal Brand Loyalty
→ Employee Satisfaction Surveys
→ Employee Wellness Surveys
→ Whether Employees Develop
Issues with Backs Shoulders
→ Employee Productivity
→ Remote Work Productivity
(Self-Discipline, Eective
Communication Learning Skills)
Qualitative KPIs for Employee Engagement (EE)
“If you're measuring performance correctly in
an oce environment, there will be very little
dierence in how you evaluate a remote employee
vs an oce employee. Performance is best
determined by outcomes and whether an employee
is meeting measurable benchmarks or goals."
Quote
Mike Desjardins,
Founder of
Cereslogic.com,
Kenjo
55The Denitive Guide to Workplace Analytics
Know Your Data
Readiness Score
One way to know what data your company
has access to and whether you have
the technology and human capital to
accurately gather, manage, and perform
workplace analytics is to complete a
workplace data readiness assessment.
The reason so many companies are
confused about which workplace analytics
products they need is because they don’t
know where they stand in terms of data
readiness. To unearth the most impactful
workplace insights, companies need to
know what data they have access to and
have a team in place skilled and trained in
gathering insights.
Locatee oers an online data readiness
workplace assessment to inform you of
your company’s capacity to get the most
out of your workplace analytics tech
stack.
Space eciency and cost were
benchmarked internally and if there was
an outlier, companies would try to gure
out the cause with intent to eliminate the
outlier. But once you performed qualitative
research it didn’t make sense to judge
the outlier oce against the rest of the
portfolio. Site revenue might be heavily
inuenced by the oce space being in
a high-growth market making revenues
look quite high. Revenue could also be
tied to local or regional businesses and
their entities which might skew revenues
low. The same goes with comparing site
costs between Paris and Slovenia. These
quantitative measures don’t alone reect
corporate real estate success. New work
world benchmarking will compare oces
with similar functions. A sales location
benchmarked against another sales
location. A back oce benchmarked
against another back oce. As well,
distinction will be made between top
markets (gateway cities), secondary and
tertiary markets.
Benchmarking to monitor or optimize an
entire portfolio will wane, but one use case
from the old work world that will remain
is benchmarking for location planning so
costs can be estimated and assist with the
budget approval process. Benchmarks will
include average rents in locations around
the world along with associated costs such
as IT infrastructure. Projects are underway
to make new work world benchmarking
a reality, but we are not quite there yet.
Because of the pandemic we haven’t been
able to discover the correct way or if there
is one correct way to benchmark for the
hybrid work world.
Stay tuned.
Source
Locatee
56The Denitive Guide to Workplace Analytics
Next Steps to Workplace
Insights
In this guide to workplace success, we have covered the traditional ways of
working that we are leaving behind and dened the concepts and metrics
that are nally taking hold with the hybrid evolution. As workplace leaders,
we will be experimenting and iterating for years to come. However, we won’t
let this fact deter us from taking bold action right now. Locatee’s expertise is
providing the tech solution to make data-driven decisions regarding how to
transition from a traditional workplace to a human-centric, high-productivity
workplace. If you’re already well on your way to future workplace success,
Locatee’s platform integrates with a vast variety of data sources and can
boost your trajectory of collecting insights.
Additionally, our appealing interface is designed with the end-user in mind.
If you’re ready to take the next step and learn how our solution can lead you
to the workplace analytics and insights you need, we’re ready to help. In the
meantime, we hope you found this guide helpful and insightful.
Building Your Workplace Analysis Success Sequence
57The Denitive Guide to Workplace Analytics
Part 1
1 Morgan Lovell | The Evolution of Oce Design, https://www.
morganlovell.co.uk/the-evolution-of-oce-design
2 Medium | Workplace Evolution: A Retrospective on Oce
Design from the Industrial Revolution to the Knowledge
Economy by Danny SC Tseng [August 15, 2018], https://
medium.com/@danshaoc/workplace-evolution-a-
retrospective-on-oce-design-from-the-industrial-revolution-
to-the-7fdaaea408ae
3 K2Space | The History of Oce Design, https://k2space.co.uk/
knowledge/history-of-oce-design/
4 Wisestep.com | Closed Oce Layout: Advantages and
Disadvantages by Chitra Reddy, https://content.wisestep.com/
advantages-disadvantages-closed-oce-layout/
5 Navarre London | The Evolution of Oce Design
, https://navarre.london/the-evolution-of-oce-
design/#:~:text=Taylorism,approach%20to%20boost%20
employee%20productivity
6 Morgan Lovell | The Evolution of Oce Design, https://www.
morganlovell.co.uk/the-evolution-of-oce-design
7 The Executive Centre | Open Plan Design: What Have We
Learned? [April 3, 2019], https://www.executivecentre.com/
blog-article/open-plan-design-what-have-we-learned/
8 Ota | Open plan or closed oces? Advantages and
disadvantages [July 14, 2021], https://www.ota.com/en/
open-plan-or-closed-oces/
9 Harvard Business Review | ”The Truth About Open Oces”
by Ethan Bernstein [November-December 2019], https://hbr.
org/2019/11/the-truth-about-open-oces
10 Wired | The Cubicle You Call Hell Was Designed to Set You
Free by Nikil Saval [April 23, 2014], https://www.wired.
com/2014/04/how-oces-accidentally-became-hellish-
cubicle-farms/
11 Ibid.
12 Ibid.
13 Knight Frank | A History of the Oce: What Has and Hasn't
Changed, https://www.knightfrank.co.uk/oce-space/in-
sights/culture-and-space/a-history-of-the-oce/
14 BBC | How the oce was invented [July 22, 2013], https://
www.bbc.com/news/magazine-23372401
15 Quartz | Open-plan oces [February 3, 2020], https://
qz.com/emails/quartz-obsession/1796074/open-plan-
oces/
16 Open Sourced Workplace | What Unassigned Seating
Benchmarks Should I Use, https://opensourcedworkplace.
com/news/what-unassigned-seating-benchmarks-should-i-
use
17 The Executive Centre | Open Plan Design: What Have We
Learned? [April 3, 2019], https://www.executivecentre.
com/blog-article/open-plan-design-what-have-we-
learned/
18 WorkDesign Magazine | The Benets Of Unassigned Versus
Assigned Seating In The Workplace by John Campbell
[July 2021], https://www.workdesign.com/2021/07/the-
benets-of-unassigned-versus-assigned-seating-in-the-
workplace/
19 Harvard Business Review | “Collaborative Overload” by Ross
Cross, Reb Rebele Adam Grant [January-February 2016],
https://hbr.org/2016/01/collaborative-overload
20 Bond Collective | “Hot Desking Vs. Hoteling: Benets And
Drawbacks Of Each”, https://www.bondcollective.com/blog/
hot-desking/
21 Visix | “Hoteling vs. Hot Desking”, https://www.visix.com/
resources/blog/hoteling-vs-hot-desking/
22 Bond Collective | “Hot Desking Vs. Hoteling: Benets And
Drawbacks Of Each”, https://www.bondcollective.com/blog/
hot-desking/
23 WeWork | “The essential guide to activity-based working”
by Corinne Murray [August 28, 2019], https://www.wework.
com/ideas/research-insights/expert-insights/essential-guide-
activity-based-working
24 CBRE | “The Complete Guide to Activity-Based
Working”, https://www.cbre.fr/fr-fr/global/
thewayforward/the-complete-guide-to-activity-
based-working?article=%7B94196d84-d5bf-411c-bd97-
ac945ae39984%7D
Citations
25 CNBC | “The often-hated open oor plan gets a new savior:
The oce pod” by Elizabeth Myong [August 17, 2019], https://
www.cnbc.com/2019/08/17/the-often-hated-open-oor-plan-
gets-a-new-savior-the-oce-pod.html
26 BBC | “Five quirky solutions to open oce woes” by Bryan
Borzykowski [November 9, 2017], https://www.bbc.com/
worklife/article/20171108-ve-quirky-solutions-to-open-oce-
woes
27 Absolute Commercial Interiors | “5 BENEFITS OF AN OFFICE
BREAKOUT AREA”, https://www.absoluteci.co.uk/blog/5-
benets-of-oce-breakout-area
28 StrongProject | “ WHY YOUR OFFICE NEEDS TOUCHDOWN
SPACES” [March 3, 2022], https://strongproject.com/oce-
furniture-blog/why-your-oce-needs-touchdown-spaces/
29 MarketWatch | “The dreaded open oce is driving workers
to do this” by Catey Hill [December 13, 2018], https://www.
marketwatch.com/story/starved-of-privacy-america-has-
became-a-nation-of-pod-people-2018-12-07
30 FM Link | “Workplace mobility: Are you ready to launch a
successful program for your company?”, https://www.fmlink.
com/articles/workplace-mobility-are-you-ready-to-launch-a-
successful-program-for-your-company/
31 Ibid.
32 JLL | “Rethinking occupancy planning and management
for a hybrid workplace”, https://www.us.jll.com/en/views/
rethinking-occupancy-planning-and-management-for-a-re-
imagined-hybrid-workplace
33 Dropbox | “Distributed Work: The crucial dierence between
remote work and distributed work” by Anthony Wing Kosner
[April 3, 2020], https://blog.dropbox.com/topics/work-culture/
the-crucial-dierence-between-remote-work-and-distributed-
work
34 Ibid.
35 K2Space | The History of Oce Design https://k2space.co.uk/
knowledge/history-of-oce-design/
36 NoHQ | https://nohq.co/glossary/co-location/
37 Arif Harbott | “How to build globally distributed development
teams that outperform co-located teams” by Arif Harbott
[March 8, 2018], https://www.harbott.com/globally-distributed-
development-teams-that-outperform-co-located/
38 Cisco | “What is hybrid work?”, https://www.cisco.com/c/
en/us/solutions/hybrid-work/what-is-hybrid-work.
html#~q-a
39 Envoy | “Hybrid work: what is hybrid work and why do
employees want it?” by Tiany Fowell, https://envoy.com/blog/
what-is-a-hybrid-work-model/
40 Ibid.
41 Cisco | “What is hybrid work?”, https://www.cisco.com/c/
en/us/solutions/hybrid-work/what-is-hybrid-work.
html#~q-a
42 GlobeSt.com | “Jobs Advertising Hybrid Work Availability
Surge in Q3“ by Lynn Pollack [October 29, 2021], https://
www.globest.com/2021/10/29/jobs-advertising-hybrid-work-
availability-surge-in-q3/
43 Citizens Advice | “Flexible working - what is it?”, https://www.
citizensadvice.org.uk/work/rights-at-work/exible-working/
exible-working-what-is-it/
44 Indeed | “What Does Flexible Hours Mean?” [February
23, 2021], https://www.indeed.com/career-advice/career-
development/what-does-exible-hours-mean
45 Croner | “How Does Time in Lieu of Work” by Andrew Willis
[March 29, 2021], https://croner.co.uk/resources/leave-
absence/time-in-lieu/
46 Remote Year | “What is remote work?”, https://www.
remoteyear.com/blog/what-is-remote-work
47 Dropbox | “Distributed Work: The crucial dierence between
remote work and distributed work” by Anthony Wing Kosner
[April 3, 2020], https://blog.dropbox.com/topics/work-culture/
the-crucial-dierence-between-remote-work-and-distributed-
work
48 Ibid.
49 European Commission, Joint Research Centre | “Telework
in the EU before and after the COVID-19: where we were,
where we head to” https://joint-research-centre.ec.europa.eu/
system/les/2021-06/jrc120945_policy_brief_-_covid_and_
telework_nal.pdf
58The Denitive Guide to Workplace Analytics
50 NCCI | “Remote Work Before, During, and After the
Pandemic” by Patrick Coate [January 25, 2021], https://
www.ncci.com/SecureDocuments/QEB/QEB_Q4_2020_
RemoteWork.html
51 MIT, Management Sloan School | “Dropbox CEO: 3 insights
from leading a ‘virtual rst’ workforce” by Meredith Somers
[October 27, 2021], https://mitsloan.mit.edu/ideas-made-
to-matter/dropbox-ceo-3-insights-leading-a-virtual-rst-
workforce
52 Flash Hub | “AUTONOMY, ASYNCHRONICITY, AND
AUTOMATION IN GLOBAL VIRTUAL TEAMS” [July 17, 2020],
https://www.ashhub.io/autonomy-automation-global-virtual-
teams/
53 Chron | “What Is an Autonomous Work Group?” by Neil
Kokemuller, https://smallbusiness.chron.com/autonomous-
work-group-14402.html
54 New York Times | “How Facebook is Morphing Into Meta”
by Mikel Jaso [January 31, 2022], https://www.nytimes.
com/2022/01/31/technology/facebook-meta-change.html
55 Twitter | “The metaverse is here…” by Satya Nadella
[November 2, 2021 8:53PM], https://twitter.com/satyanadella/
status/1455624165201887234
56 LinkedIn | “I nd myself repeating ve concepts over and
over and over again these days and I'm curious to know if my
#realestate and #workplace friends agree.” by Phil Kirschner,
WorkplaceStrategy and Change Leader at McKinsey
[December 2021], https://www.linkedin.com/feed/update/
urn:li:activity:6873632877058367488/
Part 2
57 Poly | “USING WORKSTYLE PERSONAS TO SUPPORT
RETURN-TO-OFFICE PLANNING” by Jennifer Adams [July
28, 2021], https://blogs.poly.com/using-workstyle-personas-
to-support-return-to-oce-planning/
58 Forrester Consulting study commissioned by Locatee. |
“Ready or Not, It’s time to Track, Manage and Integrate
Workplace Data” [September 2021]
59 Forbes | “5 Common Analytics Mistakes And How To Avoid
Them” by Scott Castle [November 1, 2021], https://www.
forbes.com/sites/sisense/2021/11/01/5-common-analytics-
mistakes-and-how-to-avoid-them/
60 Redmond | “Oce 365 Workplace Analytics: Helpful Tool
or Big Brother?” by Brien Posey [August 17, 2017], https://
redmondmag.com/articles/2017/08/17/oce-365-workplace-
analytics.aspx
61 JLL | “Don’t make this common occupancy planning mistake”
by Phil Kirschner, WorkplaceStrategy and Change Leader at
McKinsey, https://www.us.jll.com/en/trends-and-insights/
workplace/dont-make-this-common-occupancy-planning-
mistake
62 LinkedIn | “I nd myself repeating ve concepts over and
over and over again these days and I'm curious to know if my
#realestate and #workplace friends agree.” by Phil Kirschner,
WorkplaceStrategy and Change Leader at McKinsey
[December 2021]
63 Locatee | https://locatee.com/workplace-insights-
score/
Part 3
64 Facility Executive | “7 Modern Competencies Dene
Workplace Success In Next Decade” [May 21, 2021], https://
facilityexecutive.com/2021/05/7-modern-competencies-dene-
workplace-success-in-next-decade/
65 Inc.com | “Organizational Change, and Why You Can't Go
It Alone” by Brent Gleeson Keynote speaker and author
of 'Takingpoint', https://www.inc.com/brent-gleeson/
organizational-change-and-why-you-cant-go-it-alone.html
66 Kenjo | “How to use KPIs for measuring remote productivity”,
https://blog.kenjo.io/how-to-use-kpis-for-measuring-remote-
productivity
67 CoreNet Global Performance Management Seminar | https://
www.corenetglobal.org/
68 Locatee | “How to Measure Workplace Experience” by Michelle
Pijanowski, https://locatee.com/en/blog-post/measure-
workplace-experience/
69 International Facility Management Association | FM Glossary
“full-oor occupancy”, https://community.ifma.org/fmpedia/w/
fmpedia/2749
70 Locatee | “How to Measure Employee Experience” by Michelle
Pijanowski, https://locatee.com/en/blog-post/measure-
workplace-experience/
71 Edgecumbe | “Benets of using qualitative research within your
employee engagement surveys”, https://www.edgecumbe.
co.uk/benets-of-using-qualitative-research-within-your-
employee-engagement-surveys/
72 SmartKarrot | “Customer Success Metrics: Qualitative vs
Quantitative Data” by Stanley Deepak [September 21, 2020],
https://www.smartkarrot.com/resources/blog/customer-
success-metrics/
73 Benchmark One | “The Qualitative and Quantitative Metrics
You Should Measure for Your Inbound Marketing Strategy”
by Natalie Slyman, https://www.benchmarkone.com/blog/
qualitative-quantitative-metrics-inbound-marketing-strategy/
74 Innovative Workplace Institute | “Key Performance Indicators
of Successful Workplace Design in an Innovation Economy”
by Young S. Lee, PhD, LEED AP, NCIDQ, https://www.
innovativeworkplaceinstitute.org/assets/publications/
informeDesign1.pdf
75 Kenjo | Quote from Talking Talent by Mike Desjardins, Founder
of Cereslogic.com, https://blog.kenjo.io/how-to-use-kpis-for-
measuring-remote-productivity
76 Locatee | “The Locatee Workplace Insights Score”, https://
locatee.com/workplace-insights-score/
59The Denitive Guide to Workplace Analytics
© Locatee AG 2022
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Contact:
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About Locatee
60The Denitive Guide to Workplace Analytics
61The Denitive Guide to Workplace Analytics
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