Curating Workplace Experience That Matters

CURATING WORKPLACE EXPERIENCE THAT MATTERS

INTRODUCTION Experience is inherently personal, shaped by individual perceptions, expectations, and needs. In the modern workplace, the importance of designing for experience has moved from a peripheral consideration to a central pillar of strategic planning. This focus now plays a critical role in shaping real estate decisions and redefining how we envision the future of work. We see companies continuing to strive to create an office environment that is appealing, inclusive and promotes productivity. However, workplace experience curation should not be left to chance. A well-crafted experience strategy is intentional, rooted in a deep understanding of what employees need to feel supported, connected, and engaged. Leading organisations are crafting experiences that holistically support their people by addressing physical, emotional, and psychological wellbeing.

Summary The workplace is no longer just a physical location; it is a dynamic ecosystem where culture, behaviour, technology and design converge to shape how people feel, connect, and perform. As hybrid work becomes the norm, organisations must move beyond aesthetics and embrace a holistic approach to workplace experience curation.

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WHY WE SHOULD CARE? OUR DATA INSIGHTS SAY...

Our latest research from Cushman & Wakefield Experience per Sqft (XSF) reveals a mixed picture for 2024. While there has been a notable improvement in overall experience scores and employees’ ability to perform at their best, wellbeing remains a significant challenge.

Overall Experience 65% of respondents reported having a good experience in general, marking a 9% rise from 2023

Best Work 70% of employees felt they could do their best work, an impressive 11% rise from 2023.

Wellbeing 40% of respondents rated their wellbeing as very good or excellent, showing no improvement.

Creating a workplace where people feel valued and empowered requires more than isolated initiatives. It calls for a cohesive strategy built around five key interconnected factors - Neurodiverse Enablement, Sensory Considerations, Behavioural & Cultural Cues, Flexible Spaces & Services, and Technology Integrations . These elements shape environments where employees feel seen, supported and inspired.

To bring these principles to life, organisations should consider the following actions:

CONDUCT AN EXPERIENCE AUDIT

ENHANCE FLEXIBILITY AND CHOICE

Experience & Best Work Rebound; Wellbeing Remains Low

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Evaluate your current workplace through the lens of the five key factors. Use surveys, observational studies, data and visioning sessions to identify gaps and opportunities.

Reconfigure spaces to support multiple work modes. Ensure employees have access to a variety of settings that align with their tasks and preferences.

Trends of three critical employee outcomes

XSF Experience

Best Work

Wellbeing

73%

70%

69%

69%

66%

65%

65%

64%

59%

56%

55%

EMBED TECHNOLOGY INTO THE EXPERIENCE JOURNEY

DEVELOP A NEUROINCLUSIVE DESIGN FRAMEWORK

44%

Map the employee journey from home to office and integrate smart tools that simplify booking, navigation, and collaboration. These efforts should be guided by a robust digital workplace strategy that ensures seamless collaboration, enhances the hybrid work experience, and includes regular training to keep teams up to date.

40%

39%

39%

Partner with experts to embed neurodiverse design principles into your workplace strategy. Consider sensory zoning, transitions, and inclusive navigation.

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Wellbeing: % Very Good or Excellent

I can do my best work: % Agreement

Overall XSF Experience Score

ESTABLISH A CHANGE MANAGEMENT STREAM

ACTIVATE CULTURE BEYOND THE PHYSICAL

2020 2021 2022 2023 2024

Culture and behaviour change require structure. Build a dedicated stream to support awareness, training, and reinforcement of new ways of working, anchored by a clear change strategy that aligns people, processes, and purpose.

Be intentional in curating team calendars, and launch initiatives such as anchor days, skip-level coaching, and community events to strengthen culture and foster meaningful connections.

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We believe that most employees have adapted to new routines and rhythms in their workdays post pandemic. However, the persistent issue of low wellbeing is a widespread concern. This challenge goes beyond achieving work-life balance, as it is influenced by constantly changing macro factors.

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HOW WE CAN TRANSFORM OUR OFFICE EXPERIENCE?

In today’s fast-evolving work landscape, the traditional office is undergoing a profound workplace evolution. As hybrid work increasingly becomes the norm, organisations must reimagine the role of physical office spaces—not just as places to work, but as destinations that justify the commute and enrich the employee experience. A visually appealing workplace alone will not cut it. To truly resonate with employees, the workplace must integrate a thoughtful mix of spaces and services, behaviour change, technologies, and sensory design elements. These components work together to create an environment that supports productivity, wellbeing, and a sense of belonging.

Neurodiverse Enablement

Separately, the intentionality of the office has been our core belief over the past two years. Based on our XSF research, the top five purposes of the offices are:

Technology Integrations

Sensory Considerations

Workplace Experience

Top 5 Purposes of the Office

% of employees who believe their office supports each purpose: 61%

COLLABORATION 1 RELATIONSHIPS 2 COMPANY CULTURE 3

Flexible Spaces & Services

Behavior & Cultural Cues

62%

This section outlines five key factors that organisations should consider to elevate the workplace experience. When viewed through the lens of employee needs and supported by XSF data, these dimensions reveal how curated experiences can:

62%

4 5

60%

WORK-LIFE BALANCE

Boost productivity by aligning space and services with work styles.

Enhance wellbeing

Strengthen brand identity by embedding cultures and values into the physical space, enhancing collaboration and relationships.

through environments that support mental and physical health.

59%

TECHNOLOGY

However, only 60% of the respondents indicated that their offices supported these top five purposes. This presents a clear opportunity to transform the workplace and design a more purposeful office experience for the remaining 40% of employees who feel their office does not support its intended functions.

By intentionally designing for experience, organisations can transform their offices into strategic assets—places where people want to be, not just where they have to be.

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Neurodiverse Enablement THE WHAT: 5 KEY FACTORS

Sensory Considerations

Public research indicates that approximately 15 to 20% of the population is neurodivergent. However, studies indicate that very few individuals have disclosed their neurodivergence, and many are unaware of their neurodivergent status. With the increase in awareness of inclusive working environments, many organisations have started to adopt neuroinclusive principles. Considering these creates environments that not only enhance overall experience but also support employees across the sensory needs spectrum. From past project experiences, we advocate 6 key design principles to accommodate the neurodiverse spectrum. The principles acknowledge the variety of elements to consider including the use of colour, impact on the senses, light, visual and acoustic privacy, as well as access and adjacency. Through analysis and design, elements that affect the hyper to hyposensitive are applied to ensure a comfortable and inclusive experience for all. Neuroinclusive considerations extend beyond space typology. They encompass the appropriate transitions between different space types, workplace navigation, density analysis and sensory factors.

Sensory elements, including sound, smell, vision and touch, significantly influence the workplace experience and create a lasting sense of connection to space. Harnessing sensory experiences that are unique to a brand develops familiarity that can reinforce a positive experience. A particular fragrance, soundscape, or visual cue can become something people align with a brand. Managing noise levels through implementing visual and acoustic privacy help reduce distractions and improve focus, employees ranked noise levels and acoustics as the fourth most important feature that impacts experience. We know noise and acoustics have evolved over the last few years through the advancements in construction and furnishing materials, but it is not just about insulating noise. Adjacency and having the right level of varying sound to stimulate different modes of working or activities plays a major role in creating “buzz” space within workplaces. General sentiment around the purpose of the office is predominantly connection with others, however XSF data shows that employees still spend more than 50% of their time on individual tasks. Ensuring these areas are optimised from a sensory perspective such as appropriate workstation colours, appropriate or adjustable lighting and proximity to other work settings is paramount to a great working experience.

6 Key Design Principles

How We Spend Our Time

ACTIVITY

AVG% OF WORKWEEK

Materials, geometry and pattern Inclusive principles of shape, form and colour

Clarity and formality Spatial hierarchy and intentional design

54%

Individual/Desk-Based Work

21%

Virtual Meetings/Calls

10%

In-Person Meetings/Collaboration

DESIGN FOR ALL

Transition Intuitive navigation and wayfinding

Lighting Mapped and considered lux levels for varying tasks throughout the day.

7%

Socialising with Team, Manager, Peers

6%

External Meetings/Traveling

5%

Lab or Technical Tasks

Visibility and crowding Density analysis and dynamic work settings

Scent Effective ways to design alongside the 5 senses.

1%

Other

*Numbers do not add up to 100% due to averaging and rounding.

This methodology looks beyond that of a staged experience or a workplace event, but aims to sustain a long-term, positive workplace experience between the space and the individual. It ensures that spaces consistently cater to individual needs, fostering a sense of comfort and belonging that encourages employees to return to the workplace on a regular basis.

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01 COLLABORATION

Behaviour and Culture Culture shapes how people feel, behave, and connect at work, while behaviour brings that culture to life in everyday interactions. According to XSF research, one of the most powerful drivers of a positive office experience is how well the workplace reflects and reinforces company culture. In fact, the top three reasons employees give for coming into the office are all people-centric focused on connection, collaboration, and community.

PURPOSE OF THE OFFICE

TOP 3 SELECTED BY EMPLOYEES

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02

CULTURE

RELATIONSHIPS

To create a workplace that truly resonates, organisations must:

Foster a culture of respect, collaboration, and open communication These values create psychological safety and inclusivity, which are essential for engagement, innovation and establish meaningful relationships at work. Embedding employee recognition strategies into daily routines further reinforces these behaviours and strengthens workplace culture. 1

Model and reinforce desired behaviours through leadership Leaders set the tone. When they consistently demonstrate the organisation’s values, such as flexibility, empathy, or accountability, those behaviours naturally cascade throughout the workforce. 2

Support work-life balance through behavioural norms Encouraging flexible hours, remote work options, and outcome-based performance helps employees feel trusted and valued. A comprehensive employee wellbeing strategy should also address both physical and mental health, supported by these flexible arrangements. 3

Implement change management to sustain cultural alignment Embedding new behaviours requires more than policy; it demands a structured approach to change. This includes awareness campaigns, training, and ongoing reinforcement to ensure cultural shifts are lasting. Engaging a workplace culture consultant or organisational culture consultant can provide valuable insights into aligning space design and behavioural norms with company values, especially during periods of transformation. 4

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Variety and Flexibility Flexibility, both in terms of location and schedule, has emerged as a critical driver of employee experience. It enables individuals to perform at their best while supporting overall wellbeing. Our XSF data reinforces this insight, showing that employees who have flexibility in both where and when they work report significantly higher experience scores. This growing expectation for flexibility has reshaped how we think about the workplace. Since the post-COVID era, employees increasingly expect workplace environments to be more adaptive and purposeful. The office is no longer just a place to work; it must now adapt to meet diverse needs. This means spaces must offer not only a variety of choices but also the ability to support multiple uses. Reconfigurable and multi-functional environments are essential to accommodate different work styles and tasks. Flexible workspaces empower employees to choose settings that best support their activities, whether it is a collaborative zone for team projects or a quiet area for focused work. By providing this level of choice, organisations can significantly enhance the employee experience and foster a more engaged, productive workforce.

Technology Integration Technology is a cornerstone of modern workplace experience curation. Integrating advanced technologies such as AI-driven tools, smart office systems, and collaboration platforms can streamline workflows and enhance productivity. In many cases, workplace experience begins before an employee physically leaves the house to come to the office. From desk booking and parking, to meeting facilities and even using a precinct’s amenities, technology plays a pivotal role in the overall experience of navigating and organising the workday ahead of time. Equipping employees with the right technological tools powers them to work efficiently and stay connected, regardless of their physical location. We also see digital platforms like Microsoft constantly making accessibility improvements to 365 features which promotes digital inclusivity increasing effectiveness of hybrid collaboration. When understanding the advancements in platforms it is not just important to understand how these are evolving, but ensuring employees are up to date with how they can use this tech to improve experience. We recommend adding this to a change management stream and regularly refresh training. Additionally, ensuring cybersecurity and data privacy is paramount in maintaining trust and confidence in the digital workplace.

3 Critical Employee Outcomes Across Select Demographics

WELLBEING

XSF EXPERIENCE

BEST WORK

40%

Overall Flexibility Location choice No location choice Schedule choice No schedule choice

65%

70%

76%

84%

44%

40%

42%

12%

78%

85%

45%

48%

53%

17%

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FINAL INSIGHTS Curate with Purpose, Design for Impact In a world where hybrid work is the norm and employee expectations are evolving, the workplace must do more than exist—it must inspire. Curating the workplace experience is no longer optional; it is a strategic imperative and a powerful workplace retention strategy that helps organisations attract and retain top talent. The currency of experience is time and resource, therefore the return on investment for an employee must be the feeling of time well spent or invested. In the event an employee feels a trip to the office was time wasted, they suffer low satisfaction and perceive the value in working from home as time well saved. By intentionally designing environments that support diverse needs, foster connection, and enable performance, organisations can transform their offices into destinations of purpose, pride, and productivity.

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Cushman & Wakefield

ABOUT CUSHMAN & WAKEFIELD Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In 2024, the firm reported revenue of $9.4 billion across its core service lines of Services, Leasing, Capital markets, and Valuation and other. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit www.cushmanwakefield.com.

AUTHORS AND KEY CONTACTS

Carol Wong Total Workplace Lead, Asia Pacific carol.wong@cushwake.com

Mat Toniolo Associate Director Total Workplace, Asia Pacific mathew.toniolo@cushwake.com