Human Experience in the Workplace: The Ultimate Growth Hack

1. Powered by Human Experience
Growing through People & Places
Debra Ward
Growth & Strategy Director
JLL Corporate Solutions

2. 2
The X Factor

3. © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 3
The “why” The “how” The “what”

4. 4
Enterprise Workplace + Portfolio of the Future: Key Elements
Brand Culture Values
The Enterprise Workplace+ Portfolio of the Future
Worker
Engagement
Fulfillment
Well-Being
Delight
Work
Digital
Integrated
Agile Work
Processes
Technology
AI + Augmented
Cognitive +
Digital + Mobile
Robotic + Virtual
Workplace
Human Experience
Agile + Collaborative
Immersive + Flexible
Distributed + Smart
Buildings
Intelligent
Sustainable
Efficient
Well-Utilized
Portfolio
Flexible
Data-driven
Optimized + ROI
Return on Investment
Digital Workplace Ecosystems CRE Portfolio Transformation
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved.
Digital Workplace Ecosystems and CRE Portfolio Transformation

5. 5
is Human Experience?
What

6. Researching Human Experience
Corporate clients Workshops RespondentsCountries
United States
1,501 Interviews
Europe
3,532 Interviews
China
253 Interviews
Japan
508 Interviews
Australia
501 Interviews
Hong Kong
257 Interviews
India
507 Interviews
South Africa
305 Interviews
to gather all relevant
academic content on user experience
Desk research
to decode
user experience
Survey
to co-create a Human Experience
Model with clients and experts
Co-design
a diagnostic Tool
for our clients
Develop
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 6

7. 7
Making sure work feels comfortable and healthy
Giving people a sense of control in their working
environment that can drive performance
Fostering a sense of commitment that drives
employees’ performance and effectiveness
of Human Experience
Human Experience is an impression an organization leaves on
its people, beyond the physical environment, which results in
greater engagement, empowerment and a sense of fulfillment.

8. Fostering a sense of commitment, which
drives employees’ performance and
effectiveness. It is an essential ingredient
for facilitating organizational change.
At work, people need to feel they have a
purpose, operate in a nurturing
environment in a business that allows them
to prioritize their personal as well as
professional development.
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 8

9. How engaged are employees in the UK?
Yes, very engaged Yes, somewhat engaged Not engaged Cannot say
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 9
Source: Aon Hewitt
A 5% increase in employee
engagement correlates to a
revenue increase of 3%
UK
39%
1%
10%
49%
Only 39% of the respondents feel
very engaged at work compared to
40% globally.

10. Workplace could provide better conditions for effective work
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 10
5
We asked:
Does the workspace provided by your
company allows you to work effectively?
Percentage of respondents who have access to the
following types of spaces and feel ”very engaged” at work
50%
45%
5%
1%
52%
41%
6%
0%
0% 15% 30% 45%
Yes,
completely
Yes,
somewhat
No, not
really
No, not at
all
Global UK
57%
59%
62%
68%
50% 55% 60% 65% 70%
Incubator / Accelerator
Remote Business Centres
Spaces for small children
Spaces for shared community
interest
% of respondents who report feeling "very engaged" at work

11. Access to innovative spaces in the UK
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 11
70%
52%
39%
34% 33%
29%
28% 28%
22%
20% 19%
56%
50%
28%
32% 33%
28%
25% 24%
20% 20%
16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Is this type of space offered by your company?
UK Global
Annual cost to the UK economy due to
poor mental health is up to £99bn, of
which about £42bn is borne by employers.
Source: Thrive at Work report as a part of review commissioned
by PM Theresa May
Community
spaces
Spaces for
collaborative
working
Creative
spaces
Spaces
managed by
well-known
retailers
Service
desks
Incubator /
Accelerator
Spaces
dedicated to
health and
well-being
Telecentres External
coworking
providers
Spaces for
small
children
Spaces for
shared
community
interests

12. Giving people a sense of control in their
working environment can drive
performance. Space to breathe, create and
collaborate – alongside sustained
opportunities for learning and excelling at
work – enable organisations to build trust
and transparency in the workplace, key
ingredients for boosting performance and
ensuring people have a sense of purpose
at work.
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 12

13. © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 13
1
2
3
Feeling trusted by the
management team
Being able to rely on a kind
management team
Being encouraged to take initiatives,
without fear of being judged

14. 14© 2017 Jones Lang LaSalle IP, Inc. All rights reserved.
Making sure work feels comfortable beyond
surface-level happiness. Employee health
needs to be ingrained into the vision of the
organization, and creating positive
experiences in the workplace will require
companies to rethink their real estate and
strategic direction. This should be balanced
with rewards and recognition that boost
a feeling of belonging and satisfaction.

15. 15© 2017 Jones Lang LaSalle IP, Inc. All rights reserved.
Happiness is critical for productive staff …
In a number of experiments,
economists found that happiness made
people 12% more productive
Source: University of Warwick 2014
Happy employees have, on average,
31% higher productivity; their sales
are 37% higher; their creativity is
three times higher
Source: HBR 2012

16. 16© 2017 Jones Lang LaSalle IP, Inc. All rights reserved.
We asked:
What creates a unique experience at work?
… and a key ingredient for having a unique experience at work
2
3
4
5
1Happiness
Recognition
Personal learning
and development
Creativity
Inspiration

17. 17
is human experience so
important and why should
companies enhance it?
Why

18. © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 18
“Our premises form an important aspect of how Whirlpool employees
experience the brand and how the workplace inspires them in their work… And
the same goes for our customers and suppliers who visit our facilities. ”
Attract talent • Appeal to customers
Lee Utke, Director, Global Corporate Real Estate, Whirlpool
“There are whiteboard walls everywhere. It is about enabling real-time interaction,
application and innovation. It is very exciting because you see people interacting
differently in this new agile space versus the previous work environment.”
Creativity • Interaction • Collaboration
Nadeem Shabbar, Global Head of Corporate Real Estate, Royal Bank of Canada
“Our unique selling point: using the areas and services we offer to nurture a
sense of well-being and the pleasure of working on our premises.”
Fulfillment • Happiness • Health
Niki Horsfall, Office Manager, Deezer

19. © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 19
“Our offices must embody our start-up spirit: Through open space,
encouraging sharing and management access. Our watchwords: Mobility,
flexibility, versatility; we want an informal but very fast-paced environment.”
Personality • Team spirit • Social connections
“We decided to give people choice. We give people variety and flexibility, so
they don’t have to work at a desk. Part of our strategy was getting people to
move, getting them to bump into each other and connect. The key is in how
you give the variety and choices. Different work styles need different things.”
Freedom and choice • Variety and flexibility
chance encounters • Casual collision
Paul Rogers, GSK
Niki Horsfall, Office Manager, Deezer

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The proof is in the pudding
-100.00%
0.00%
100.00%
200.00%
300.00%
400.00%
500.00%
600.00%
700.00%
800.00%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Comparative cumulative Stock Market Returns (1998 - 2016)
Fortune 100 Best Russell 3000 Russell 1000
712.77%
244.35%
241.91%
CumulativeReturn
Best companies
provide nearly
3X
the return

21. The Proof is in the Profit
© 2017 Jones Lang LaSalle IP, Inc. All rights reserved. 21
5
28
40
Company’s in the top quartile for Employee
Engagement ( SNP 500)
• 18% higher productivity
• 12% higher customer satisfaction scores
• 37% lower absenteeism
• 16% higher profitability
Company’s in the bottom quartile for Employee
Engagement (CIPD)
• 51% higher employee turnover
• 62% more incidents and accidents
• 51% high levels of shrinkage

22. © 2017 Jones Lang LaSalle IP, Inc. All rights reserved. The information contained in this document is proprietary to Jones Lang LaSalle and shall be used solely for the purposes of evaluating this proposal. All such documentation and information
remains the property of Jones Lang LaSalle and shall be kept confidential. Reproduction of any part of this document is authorized only to the extent necessary for its evaluation. It is not to be shown to any third party without the prior written
authorization of Jones Lang LaSalle. All information contained herein is from sources deemed reliable; however, no representation or warranty is made as to the accuracy thereof.
Debra Ward
Growth & Strategy Director
debra.ward@eu.jll.com
@debs_ward