High-performing workers need conducive environment and social support: JLL
By Charlene Chin
/ EdgeProp Singapore |
SINGAPORE (EDGEPROP) - In order to succeed, a business needs to enable its employees to perform. A JLL study of 1,500 employees in five countries across Asia Pacific revealed that high-performing workers — defined as those who have access to a high-impact work environment — thrived in a hybrid work model with access to conducive spaces, tech tools and healthy work practices.
Around 70% of high-performers surveyed practised flex work, which included having flexible hours and working-from-home, in comparison to only 34% of low-performers (Credit: Samuel Isaac Chua/ The Edge Singapore)
In fact, the majority of high-performers were technology workers (53%) and young professionals aged 25 to 34 (37%).
Interestingly, JLL found that although high-performing workers championed flexible working, they were very fond of their physical offices too. Around 70% of high-performers surveyed practised flex work, which included having flexible hours and working-from-home, in comparison to only 34% of low-performers. Being comfortable with doing flex work also gave the former group a headstart, with 95% of them highlighting that they were tech-ready to work remotely.
Although these workers were comfortable with flexible working arrangements, 84% of them highlighted missing their offices the most during the lockdown period, which they go to in order to network with colleagues, collaborate on projects and innovate.
(Source: JLL)
Boost from varied and innovative workspaces
The study — which surveyed respondents from Australia, China, India, Japan and Singapore — also found that exceptional workplaces boost performance. The more varied and innovative the spaces and technologies provided, the higher the workplace satisfaction of employees, it states. In a proven model (thanks to Covid-19) where working remotely has successfully kept operations running, the role of the office is tested as a place to break down silos and support high-quality interactions between workers.
“However, just providing spaces and technologies will not be enough, a strong change management programme that can motivate employees to make optimum use of the spaces and technologies available will be the key” to boosting worker performance, says JLL.
(Source: JLL)
Beyond just work, JLL also found that only a select few companies were successful at delivering social support for its workers. This boils down to something more nuanced than the design or tools provided in a physical office: Some 76% of respondents said they found work meaningful, while 67% considered their work environment as one that supported collaboration. Meanwhile, 65% felt fully empowered by their leadership, while 59% considered their colleagues as a “second family”.
Workplaces should care for the well-being of workers
In a demanding work environment, managers should take care of the well-being and mental health of their subordinates. Some 50% in the survey highlighted that they felt under constant pressure to perform at work, 40% reported having been close to burnout, while 36% mentioned they sought the help of a psychologist due to work-related stress.
Working remotely can also be very isolating. Zoom calls, however efficient, will not be able to replace face-to-face interactions and impromptu discussions. The physical office can therefore help bridge a cohesive community, and this is where the space “can make all the difference”, says the survey.
(Source: JLL)
To that end, some 96% of high-performing workers highlighted that they had access to spaces that promoted informal interactions among colleagues, such as outdoor terraces, games rooms, and on-site coffeeshops and baristas. The availability of social spaces allows the fostering of stronger social bonds among colleagues, which can in turn positively influence their collective performance, notes JLL.
Ultimately, “to thrive in the post-pandemic world, companies and leadership will have to cultivate an environment that fosters trust among their employees and abandon some of the old-school managerial practices and rigid work environments”, it adds.
“The workplace of the future will need to be employee-centric and offer fulfilment, freedom and choice. It will evolve as needs of its employees evolve, to not just stay relevant, but deliver value and act as the enabler to drive higher performance,” says JLL.
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