Regional breakdown of Leesman survey respondents in The Workplace Experience Revolution Part 2.

In 2018 the team at Leesman introduced The Workplace Experience Revolution. Using data from 400,000+ global employees, Leesman examined how they experience their workplace. The research uncovered how opinions clustered into three distinct groups; Doing, Seeing andFeeling, and went on to reveal the workplace elements most influencing sentiment expression around these subjects as captured in our executive summary, ‘Unearthing the Real Drivers of Employee Sentiment’.

Now, Leesman is sharing ‘The Workplace Experience Revolution Part 2: Do new workplaces work?’ This report is the culmination of their nine-year analysis across 557,959 employee responses in 3,932 workplaces worldwide (data as of 30th June 2019). The first part of the study, published in 2018, unearthed a series of mission-critical ‘super drivers’ that provide the foundations for outstanding employee workplace experience. Part 2 takes this investigation a step further by exploring the challenges and stresses that organizations encounter when it comes to delivering employee experience in a new workplace.

The findings from the latest research are drawn from 346 spaces that have been measured by Leesman specifically in the post-occupancy phase after a workplace relocation or refurbishment. This group, which comprises 84,158 individual employee responses, provided Leesman with an opportunity to investigate where workplace change projects succeed or fail at a scale never before undertaken.

Leesman’s data challenges McKinsey & Company’s often-cited statistic that ‘70 percent of change management projects fail’. While 41 percent of new workplaces deliver an exceptional employee experience (with a Leesman Index effectiveness score (Lmi) of 70 or above), 40 percent have not maximized their full potential (scoring between 60-60.9), and 19 percent are failing their occupants (recording an Lmi below 60).