1、Th e H y br i d O f f i ce i n M a i n l a n d C hin a 1G r e a t e r C h i n a R e s e a r c hJuly 2023In-office and Remote Working Fusion:The Hybrid Office in Mainland China01P4-6Executive summary03P8-9What is a hybrid office?02P7IntroductionCONTENTS2 C ushman&Wake fie ld Res e arc h06P14-15Genera

2、l disadvantages09P36Key takeaways05P12-13General advantages08P31-35Hybrid office implementation What to consider?04P10-11General global trend07P16-30Findings from mainland ChinaTh e H y br i d O f f i ce i n M a i n l a n d C hin a 3In its simplest terms,a hybrid workplace model fuses in-office and

3、remote work to provide working flexibility to employees.Within a hybrid working system,employees on average experience more independence and in many cases an elevated work-life balance which often leads to greater employee engagement.The technology to facilitate a hybrid office working model has bee

4、n in existence for some time now,but organisations have generally been cautious to accept a more flexible way of working,especially in mainland China.During the COVID-19 pandemic,however,many organisations around the world had to rapidly adapt and implement a hybrid office working system simply to s

5、tay in business with the majority of employees in many cases,working from home.Going hybrid certainly offers a plethora of advantages to communities,to organisations and to office worker employees.Two of these advantages include;a greater freedom for employees WAKEFIELDto choose where and when they

6、work,and;the provision of choice in terms of when to work and where to work allows employees greater life flexibility.In other words,the ability afforded to employees to better plan,prioritise and complete both their work tasks as well as their living tasks,thus providing employees with a better wor

7、k/life balance.On the flip side,and to act as a counterbalance,going hybrid also has its disadvantages and two of these drawbacks include;less engagement and the feeling of being part of a team,and;burnout where work can cut into normally-regarded free time.During Q1 and part way through Q2 this yea

8、r Cushman&Wakefield Research conducted a 20-question survey to gauge the current thinking of corporate real estate professionals in mainland China on the subject of the hybrid office.01Executive summaryCUSHMAN&4 C ushman&Wakefield Re s earc hWAKEFIELDSome of the key findings from our survey include:

9、There is around a 50-50 split between those enterprises which have not considered implementing/not implemented a hybrid office working system and those that are considering implementing/have implemented a hybrid office working system;For those enterprises that have adopted a hybrid office working sy

10、stem,the vast majority of survey responding enterprises cited the COVID-19 pandemic as being the event which most accelerated their decision to implement;The decision to adopt a hybrid office working system was largely driven by an adopting and implementing enterprises management team;In terms of em

11、ployee generational groups,Millennials and Generation Z are most in favour of a hybrid office working system;For hybrid-office-working-system-adopting enterprises,the number one advantage upon adoption and implementation is the greater freedom of choice open to employees when it comes to when and wh

12、ere they work and the number one challenge is weakened working relationships among the employees,and;Of those enterprises which have adopted a hybrid office working system,the majority have re-designed their office space,with a greater proportion of flexible space and collaborative space being facto

13、red in.CUSHMAN&Th e H y br i d O f f i ce i n M a i n l a n d C h in a 5If not already decided upon and applied in mainland China,going hybrid does bring up a number of implementation issues and items for an effecting organisation to deliberate,including:Policy;Space re-configuration,and;Incorporate

14、d tech,tools and work resources.Finally,in the fullness of time,the future office workplace in a good number of global city locations,including city locations in mainland China,will be a fusion of remote and in-office working,with technology being the main means to keeping employees connected and pr

15、oductivity levels efficiently sustained.6 C ushman&Wake fie ld Res e arc hWhat is a hybrid office?In its simplest terms,a hybrid workplace model fuses in-office and remote work to provide working flexibility to employees.Within a hybrid working system,employees on average experience more independenc

16、e and in many cases an elevated work-life balance which often leads to greater employee engagement.In our report,we throw further light on what a typical hybrid office is as well as the latest on the global trend toward hybrid office adoption.Our report then goes on to examine both the advantages an

17、d disadvantages that hybrid offices are generally associated with before diving deeper into the findings from our mainland China hybrid office questionnaire survey.Following this,our report offers some pointers to what enterprises need to consider once the decision has been taken to implement a hybr

18、id office working system before finishing off with some key takeaways.02IntroductionTh e H y br i d O f f i ce i n M a i n l a n d C hin a 78 C ushman&Wakefield Re s earc hA hybrid office involves the provision of a work platform that allows employees the ability to either work from the office or wo

19、rk remotely.Within a hybrid office working arrangement,there will be employees who want or are required to work from the office on a regular basis,while there will be others who choose to work remotely for most of their working time.Within the typical hybrid office,space is set aside for meetings,co

20、llaboration,socialising and connections and less for individually assigned space.The hybrid office is also designed to provide employees with a balance in terms of work and lifestyle as well as a place to access resources,tools and training,and connect with the companys culture,brand and image(Figur

21、e 1).03What is a hybrid office?Hybrid work isan approach that combines work at home and work in the office and takes into account the needs of the individual.It provides flexibility in work to employees,and allows them to work in the public workspace when they go back to the office.As a result,emplo

22、yees are able to enjoy a personalised work schedule.Figure 1:Defining hybrid work Source:Ones,Cushman&Wakefield Research25%Th e H y br i d O f f i ce i n M a i n l a n d C h in a 9The technology to facilitate a hybrid office working model has been in existence for some time now,but organisations hav

23、e generally been cautious to accept a more flexible way of working,especially in mainland China.During the COVID-19 pandemic,however,many organisations around the world,including those in mainland China,had to rapidly adapt and implement a hybrid office working system simply to stay in business with

24、 the majority of employees in many cases,working from home(Figure 2).04General global trendFigure 2:Remote working timeline Source:Toptal,Cushman&Wakefield ResearchThe first personal computers hit the scene.J.C.Penney allows call-centre employees to work from home.Enterprise social networking tool Y

25、ammer launches(and is later acquired by Microsoft in 2012 for USD 1.2 billion).70%of the worlds population works remotely at least once a week-53%for at least half the week.Video collaboration software Zoom reports 50,800 customers with more than 10 employees,a 5x increase from 2017.The COVID-19 pan

26、demic creates a remote work tipping point.Hundreds of millions of people around the world must work from home.The number of telecommuting Americans reaches 1.5 million.Wi-Fi is invented.16K RAMFLOPPY100K BYTES STORAGE1975Mid-1980s200820182019202019871991www70%ONCEA WEEK1/2 WEEK53%50,8001 0 C ushman&

27、Wake fie ld Res e arc hSince the end of the pandemic,the hybrid workplace is now quickly becoming the“next normal”mode of working in many cities globally as both office workers and organisations have realised many of the benefits that a hybrid office working model can afford.Today,some people around

28、 the globe are going as far as to say that the in-office working model that existed pre pandemic is gone there will be no more compacted and assigned seating office spaces moving forward.Certainly,there will be the hub office located in many cities around the world,but its improbable that organisati

29、ons will be obligating all their employees to return back to the office in full capacity.In due course,the future office workplace in many global city locations,including city locations in mainland China,will be a mix of remote and in-office working,with technology being the key to keeping employees

30、 connected and productivity levels efficiently sustained.Th e H y br i d O f f i ce i n M a i n l a n d C h in a 1105General advantagesGoing hybrid certainly offers a plethora of advantages to communities,to organisations and to office worker employees.Some of these advantages include:Choice The gre

31、ater freedom for employees to work when and where they choose be it at the office,at home or in a third space;Flexibility The provision of choice and in terms of when to work and where to work allows employees the ability to better plan,prioritise and complete both their work tasks as well as their

32、living tasks,thus providing employees with a better work/life balance;Happiness Generally,any provision of choice heightens contentment and happiness.Additionally,the happier an employee is,the greater the employee loyalty is to the organisation.As loyalty levels remain high,so employee turnover lev

33、els will largely remain low;EfficiencyA more efficient use of an employees time for example,when there is no need for an employee to be in the office,then working from home can cut two commutes in one day,thus giving back around two hours on average to office workers in mainland China;ProductivityAs

34、 employees are trusted to work remotely,so their sense of work responsibility increases.As their sense of work responsibility amplifies,so employees take greater ownership over their work.This augmented understanding of work ownership then generally leads to the level of work output and work quality

35、 being raised,leading to greater quality work productivity;CostIn certain cases,as assigned seating is done away with and with fewer employees being present in the office at any given time,so less office space is needed to house a fully operational hybrid office.In the long run,these hybrid offices,

36、when compared to a traditional office will generally lead to lower office space leasing,management and utilities costs for an organisation to bear,and;1 2 C ushman&Wake fie ld Res e arc hFigure 3:Selected advantages of a hybrid office modelSource:Cushman&Wakefield Research SustainabilityFollowing on

37、 from cutting down on leasing footprint and commuting,there is an advantage to the community at large as well and that is the environmental sustainability benefit in terms of carbon emissions reduction and cleaner air that comes with less energy needed for office fitout and operations and fewer comm

38、uting vehicles being on the road(Figure 3).ChoiceFlexibilityProductivityHappinessCostEfficiencySustainabilityTh e H y br i d O f f i ce i n M a i n l a n d C h in a 131 4 C ushma n&Wakefield Re s earc h06General disadvantagesOn the flip side,and to act as a counterbalance,going hybrid also has its d

39、isadvantages and some of these drawbacks include:Connections Less engagement and the feeling of being part of a team.Lessened engagement is often a result of less face-to-face collaboration opportunities,less team building activities and less socialisation in general.Finally,there is the company cul

40、ture and being away from the company for too long can lead employees to feel less connected with the culture of the company;Burnout Work can cut into normally-regarded free time.This can lead to work pressure and burn out for company employees working remotely;Learning Less face-to-face learning,tra

41、ining and mentoring opportunities are available to those employees who work within a hybrid office working arrangement;ResourcesAs in the case of learning,hybrid-office-working-arrangement employees often have less access to work resources and equipment;ControlFurthermore,remote work may not always

42、be viewed in a positive light by the management owing to the worry of managerial control loss,and;CostIf going hybrid,there will need to be changes made to existing office space,whether it necessitates a redesign and refit of the existing space or a relocation to and fitout of a new office space(Fig

43、ure 4).Figure 4:Selected disadvantages of a hybrid office modelSource:Cushman&Wakefield ResearchBurnoutControlConnectionsResourcesLearningCostTh e H y br i d O f f i ce i n M a i n l a n d C h i n a 15Is your organisation domestically headquartered or internationally headquartered?During Q1 and part

44、 way through Q2 this year Cushman&Wakefield Research conducted a 20-question survey to gauge the current thinking of corporate real estate professionals in mainland China on the subject of the hybrid office.Here are the questions asked,the results from each question posed as well as some commentary

45、related to each questions results:Looking at the profile of our survey respondents in terms of the enterprises they work for,at over 68%,the majority of enterprises are headquartered in mainland China.0707Findings from mainland ChinaQuestion Chart 11 6 C ushma n&Wake fie ld Res e arc h68.52%29.63%1.

46、85%A.Domestically headquarteredB.Internationally headquarteredC.Dont know0%10%20%30%40%50%60%70%80%Th e H y br i d O f f i ce i n M a i n l a n d C h in a 17What industry sector does your organisation do business in?As for the profile of our survey respondents in terms of business sectors their ente

47、rprises are involved in in mainland China,the top three are real estate,professional services and banking and finance.A.ManufacturingB.EnergyC.Banking and FinanceD.Professional ServicesE.Technology,Media and Telecommunications(TMT)F.Real EstateG.Life SciencesH.LogisticsI.RetailJ.Hotel and CateringK.

48、Multiple sectorsL.Other(Construction Agency,Education,Performance Agency,Durable Consumer Goods)M.Dont know0.00%1.85%12.96%24.07%3.70%40.74%1.85%0.00%0.00%0.00%3.70%9.26%1.85%0%5%10%15%20%25%30%35%40%45%Question Chart 21 8 C ushman&Wake fie ld Res e arc hHas your organisation in mainland China adopt

49、ed or is thinking of adopting a hybrid office working system?(Please choose one option).If no,is the decision not to adopt based on?(Please choose one option).When considering whether a survey respondents enterprise has adopted or thinking of adopting a hybrid office working system in mainland China

50、,the results are generally equally split,with those in the no camp,at 50%,slightly edging the results.This indicates that even with the technology present and with the experience from the COVID-19 pandemic,a good number of enterprises in mainland China see no reason for change and are happy with a r

51、eturn to the pre-COVID ways of working where most employees worked from the office.Interestingly,the main driving force for those survey respondents whose enterprises in mainland China have chosen not to adopt and implement a hybrid office working model,has mainly been the enterprise itself.There ar

52、e many reasons for this but two of the most important ones are management control and work productivity.Meanwhile,at just over 33%,many respondents feel the main driver for not adopting and implementing a hybrid office working system stems from the employees.Again there are many reasons for this,but

53、 three important ones are the need for face-to-face interaction and collaboration,the need for face-to-face mentoring and training and the fear of losing out when not present in the office.66.67%33.33%0.00%0%20%40%60%80%A.Current companyB.Employee traditional officeC.Dont knowQuestion Chart 3Questio

54、n Chart 440.74%50.00%9.26%0%10%20%30%40%50%60%A.YesB.NoC.Dont knowA.Current company directive/policyB.Employee traditional office working system preferenceC.Dont knowTh e H y br i d O f f i ce i n M a i n l a n d C h i n a 19If adopted,has the COVID-19 pandemic and subsequent lockdowns speeded up yo

55、ur organisations decision to adopt/implement/further ramp up a hybrid office working system in mainland China for the long term?(Please choose one option).If adopted,has the decision to adopt and implement a hybrid office working system in mainland China largely been driven by your organisations emp

56、loyees or largely driven by your organisations management?At a resounding over 86%,the vast majority of survey respondents working for hybrid-office-working-system-adopting-and-implementing enterprises in mainland China feel the COVID-19 pandemic certainly speeded up the decision to implement such a

57、 platform.One of the main reasons for this is that the pandemic forced all companies in mainland China to adopt a hybrid office working system in one shape or form during the lockdown periods.This forced enterprises to run a trial hybrid office working platform to see what worked and what didnt work

58、.For those enterprises which followed through and adopted and implemented a longer-lasting post-COVID hybrid office working system,the three years of COVID certainly speeded things along.For those enterprises in mainland China which have chosen to adopt and implement a hybrid office working system,a

59、 resounding 90%-plus of survey respondents falling into this category said the system was driven by their enterprises management team as opposed to the employees.In this situation,the management would have taken into consideration a number of factors before the implementation of a hybrid office work

60、ing platform.Some of these factors would have included the effectiveness of the work-from-home(WFH)programme situation during the various COVID-19 pandemic lockdowns,the issues related to work productivity and management control,employee needs in terms of a work/life balance as well as the organisat

61、ion itself and whether or not there is a company-wide global hybrid office working system strategy in place(if the enterprise has a global footprint)and/or whether or not this system is a full(open to all employees)or partial(open to specific employees)hybrid office working system.86.36%9.09%4.55%0%

62、20%40%60%80%100%A.YesB.NoC.Dont knowQuestion Chart 5Question Chart 60.00%90.91%9.09%0%20%40%60%80%100%A.By the employeesB.By the managementC.Dont knowIf adopted,has your organisation set up a hybrid office working system in mainland China for all your organisations employees or just employees in cer

63、tain business divisions?(i.e.,back-office employees)?(Please choose one option).If adopted,roughly,which generation/s of employees within your organisation in mainland China are mostly in favour of your hybrid office working system?(Please choose multiple options if it is the case).Following on from

64、 the last question,at 50%,most of our hybrid-office-adopting-and-implementing survey respondents said that their enterprises in mainland China had set up a hybrid office working system that was open to employees from certain business divisions.There are many reasons for this,but some include the nat

65、ure of nature,work productivity,management control and work security.According to our survey results from those enterprises which stumped for a hybrid office working system,it can be clearly seen that at 50%,and over 36%,the second youngest and youngest generations,respectively in mainland China are

66、 the generations most in favour of the adoption and implementation of a hybrid office working system.Upon first impression,this might seem surprising given the fact that Millennials and Generation Z are eager for face-to-face work collaboration as well as face-to-face training and mentoring,given th

67、e stages they are at in their careers.Having said this,however,they are less traditional in their working style and do prize a better work/life balance,which a hybrid office working system can provide.Question Chart 7Question Chart 80.00%4.55%9.09%50.00%36.36%18.18%0.00%22.73%0%20%40%60%A.People bor

68、n between 1950-1959B.People born between 1960-1969C.People born between 1970-1979D.Millennials(People born between 1980-1995)E.Generation Z(People born between 1996-2009)F.All generationsG.NoneH.Dont know20 C ushma n&Wakefield Re s earc h27.27%50.00%22.73%0%20%40%60%A.All employeesB.Employees in cer

69、tain business divisionsC.Dont knowIf adopted,what has your organisation found the advantages of adopting and implementing a hybrid office working system in mainland China to be?(Please choose the top three options).For those hybrid-office-working-system-adopting-and-implementing enterprises,at over

70、63%of survey respondents,the freedom for employees to choose when and where they work came out on top in terms of their top three advantages for adopting and implementing a hybrid office working system in mainland China.This has undoubtedly led to the second and third placed advantages(out of the to

71、p three advantages)cited by our survey respondents,which were a more efficient use of employees time when working within a hybrid office working system(at over 54%)and a better life/work balance(at over 36%),respectively especially when the two-way commute is cut out of the working day equation.Give

72、n the more efficient use of time,work productivity seems to have also featured highly in the advantages stakes,with over 31%of respondents cited this advantage within the top three advantage choices.Question Chart 9Th e H y br i d O f f i ce i n M a i n l a n d C h in a 2 136.36%54.55%63.64%13.64%31

73、.82%0.00%9.09%0%20%40%60%80%A.Improved work/life balance for your employeesB.More efficient use of time for your employeesC.Freedom to choose when and where your employees workD.Less work exhaustion experienced by your employeesE.Greater employee work productivityF.OtherG.Dont knowIf adopted,what ha

74、s your organisation found the challenges of adopting and implementing a hybrid office working system in mainland China to be?(Please choose the top three options).According to our survey,enterprises in mainland China that have chosen to adopt and implement a hybrid office working system have found w

75、eakened working relationships among employees,reduced opportunities for work collaboration and disrupted working processes for employees to be the top three challenges faced when the system is up and running.Much of this is not surprising as,firstly,easy-to-read in-person communication that is often

76、 spontaneous is so much better for relationship building among work colleagues than an infrequent online video call.Secondly,face-to-face time in the office is more conducive to both planned in-office collaboration opportunities as well as unplanned bump into in-office cooperation occasions.Thirdly,

77、under a hybrid office working system,with not a full complement of employees in the office on any given day,work can be disrupted given the sometimes-reduced speed of communication between in-office employees and out-of-office employees and amongst out-of-office employees.Additionally,for those empl

78、oyees working from home or a third space,they might not have all the work tools at hand that they would when in the office.In some cases,this situation can also be disruptive to employee work.Question Chart 1022 C ushman&Wake fie ld Res e arc h31.82%22.73%45.45%77.27%36.36%9.09%0.00%0%50%100%A.Less

79、access for your employees to work resourcesB.Employees feel less attached to your organisations cultureC.Reduced opportunities for employee work collaborationD.Weakened working relationships among employeesE.Disrupted working processes for your employeesF.Other(The acceptance of hybrid office workin

80、g by middle and grass-roots managers,Employee efficiency)G.Dont knowIf adopted,how do your organisations hybrid working employees in mainland China spend their time while in the office?(Please choose the top three options).When working within a hybrid office working system and face-to-face in the of

81、fice,according to our survey,employees in mainland China are actively counterbalancing some of the challenges mentioned in Question 10 by spending most of their time,(and an equal amount of time),collaborating with one another as well as interacting with their manager.Following these top two hybrid

82、office in-office time-spend activities,employees working for hybrid-office-adopting-and-implementing enterprises in mainland China are also spending time to overcome the remote working access to work tools challenge by spending a large amount time using the various work resources that are only acces

83、sible while working in the office.Question Chart 11Th e H y br i d O f f i ce i n M a i n l a n d C h in a 2 368.18%68.18%54.55%36.36%13.64%0.00%4.55%0%20%40%60%80%A.Undertaking collaborative work with colleaguesB.Interfacing with their managerC.Using work resources not accessible elsewhereD.Interfa

84、cing with clientsE.Working independentlyF.OtherG.Dont knowIf adopted,how do your organisations hybrid working employees in mainland China spend their time while away from the office?(Please choose the top three options).According to our survey,when working away from the office,employees in mainland

85、China who are working within a hybrid office working system,spend most of their time working independently.This is understandable as the office can be at times,a place of distractions and working from home or a quiet third space can allow for deeper concentration.The second most done activity when w

86、orking away from the office by hybrid office working employees in mainland China is meeting with clients.This isnt necessarily surprising given the fact that even under normal office working conditions,this work-related activity was also high for those employees who were out of the office and meetin

87、g with their clients.Lastly,and surprisingly,the third most spend time activity for hybrid office working employees in mainland China is training.Surprising,because generally training is done in the office and often face-to-face,but also not surprising because given the technology available,much tra

88、ining today is done online,and so can be done at home or in a third space setting.Question Chart 1224 C ushma n&Wakefield Re s earc h86.36%40.91%59.09%36.36%36.36%0.00%4.55%0%20%40%60%80%100%A.Working independentlyB.TrainingC.Interfacing with clientsD.Undertaking collaborative work with colleaguesE.

89、Wellness and wellbeing pursuitsF.OtherG.Dont knowIf adopted,what is the top reason why your organisations employees in mainland China like utilising a hybrid office working system?(Please choose one option).Top of the list according to our survey for the reasons for hybrid-office-embracing employees

90、 in mainland China to continue utilising their enterprises adopted and implemented hybrid office working system is the flexibility the system gives to balance other responsibilities,such as child caring.In second place is being able to avoid the commute to and from work,which can in some cases be a

91、couple of hours.Given the time given back to the employee and the better-balanced lifestyle,third spot is taken up by increased work productivity.Question Chart 13Th e H y br i d O f f i ce i n M a i n l a n d C h i n a 2 527.27%9.09%45.45%18.18%0.00%0%5%10%15%20%25%30%35%40%45%50%A.To circumvent th

92、e commute to workB.Better for individual wellbeingC.Flexibility to balance other responsibilitiesD.Increased work productivityE.Dont knowIf adopted,on average,how often do your organisations employees in mainland China prefer to work away from the office?(Please choose one option).At over 31%,accord

93、ing to our survey,the dont knows took top spot.This is a good indicator that the hybrid office working system in mainland China is still in its infancy as many hybrid-office-embracing employees are still not aware how many days per week on average they will eventually work.The next largest survey pe

94、rcentage share group is the 4-days-a-week group,followed by the 3-days-a-week group.As time further progresses,the number of average days employees spend away from the office in mainland China is expected to reduce to one or two given the need for face-to-face working,access to work resources,in-per

95、son mentoring and training,being made to feel part of the team/company,etc.Question Chart 1413.64%9.09%18.18%22.73%4.55%31.82%0%10%20%30%40%A.1 day a weekB.2 days a weekC.3 days a weekD.4 days a weekE.Full timeF.Dont know26 C ushman&Wake fie ld Res e arc hTh e H y br i d O f f i ce i n M a i n l a n

96、 d C h i n a 27If adopted,which of the following hybrid office working arrangements do your organisations employees in mainland China prefer?(Please choose one option).When reflecting on hybrid office working arrangements,according to our survey,over 36%of surveyed hybrid-office-embracing respondent

97、s in mainland China indicated that employees prefer managers to designate the number of days an employee needs to be working from the office.In second place,at over 31%,it was suggested by our survey respondents that employees in mainland China want managers to coordinate the working schedule so tha

98、t all employees are in the office at least once a week.From these results,we can see that under a hybrid office working system in mainland China,many employees want some ground rules to be defined and set and that working out of the office is still important to them,but not all the time.36.36%13.64%

99、31.82%18.18%0.00%0.00%0%5%10%15%20%25%30%35%40%office on a certain number of days per weekB.Managers require all employees to work in theemployees are in the office on at least one dayD.Managers leave the work scheduling entirelyE.OtherF.Dont knowQuestion Chart 15A.Managers require employees to be i

100、n the office on a certain number of days per weekB.Managers require all employees to work in the office on a few specific days per weekC.Managers coordinate schedules so that all employees are in the office on at least one day per weekD.Managers leave the work scheduling entirely up to the employees

101、E.OtherF.Dont know28 C ushman&Wake fie ld Res e arc hIf adopted,has your organisation re-designed its office workplace to accommodate the organisations hybrid office working system?If not re-designed,will your organisation consider re-designing its office workplace to accommodate the organisations h

102、ybrid office working system sometime in the future?For those enterprises that have adopted and implemented a hybrid office working system in mainland China,at over 54%,according to our survey,most enterprises have undertaken some form of re-design of their office space.Interestingly,at over 31%,ther

103、e are many enterprises in mainland China which have adopted and implemented a hybrid office working system but have not undertaken any re-design of their office space.As highlighted in Chapter 8 of this report,there are a number of considerations to be taken into account when re-designing and re-con

104、figuring office space to ensure the adopted and implemented hybrid office working system is operated in an effective manner.Of the 31%of of hybrid-office-adopting-and-implementing survey respondents who said their company had not re-designed their office workplace,a resounding over 57%said their com

105、pany will consider a re-design at a future date this suggesting that it is too soon for these enterprises to make the re-design decision given various issues,including ongoing workplace assessment,management approval processes,current office lease contract stipulations and cost.Question Chart 16Ques

106、tion Chart 1757.14%14.29%28.57%0%10%20%30%40%50%60%A.YesB.NoC.Dont know54.55%31.82%13.64%0%20%40%60%A.YesB.NoC.Dont knowTh e H y br i d O f f i ce i n M a i n l a n d C h i n a 2 9If re-designed,what new design features has your organisation included into its office workplace?For those enterprises t

107、hat have already moved forward with their hybrid office working plans including a re-design and re-configuration of their office space,the top three design features embraced,include more flexible space,more collaborative space and equally more comfort zones and more unassigned space.It goes without

108、saying that a hybrid office working system is a system which is more fluid and flexible when compared with the older more fixed always-in-the-office working system.Thus a hybrid office needs to be Question Chart 18more flexible in terms of its space as there will be peak employee user times when lar

109、ge numbers of employees will be in the office(for a townhall meeting for example)and low employee user times when there will be very few employees working from the office.Under a hybrid office working system,employees generally use the office more for meetings with clients and/or with fellow colleag

110、ues.Thus,more of a proportion of collaborative space will be required under a hybrid office working system.Moreover,to entice employees to use the office for other work as well,such as focused work,office workplace“attractive”spaces will be required,including comfort spaces.To accommodate greater sp

111、ace flexibility,the greater amount of space set aside for collaborative work and the greater amount of“attractive”office space,so something has to give and what gives is fixed seating space which is transformed into unassigned seating space.66.67%41.67%58.33%25.00%41.67%8.33%16.67%0%10%20%30%40%50%6

112、0%70%80%A.More flexible office spacesB.More unassigned spacesC.More collaborative spacesD.More quiet working spacesE.More comfortable/social/relaxation spacesF.OtherG.Dont know3 0 C ushma n&Wakefield Re s earc hIf re-designed,do you feel the current design of your organisations office workplace need

113、s further improvement?If re-designed,which design features in your organisations office workplace need further improvement?Finally,following the results from Question 20 of our mainland China survey,the top two design features which need further improvement in those offices which have been re-design

114、ed to perform as hybrid offices are quiet working spaces and collaborative working spaces.These spaces are at the opposite ends of the working style spectrum and do need their own unique design attributes and features to be incorporated to ensure success,including features that work well with the em

115、ployees locally.Moreover,given the nature of the work an enterprise undertakes,its own culture and working style,a unique balance is also required in how much office space is assigned to each space category.It is quite a challenge to achieve an optimal balance in terms of space design and usage in a

116、 short period of time and like the overall hybrid office space,through practical working experience,these two specific space types will require further time to refine and improve their respective workspace provision and offering.83.33%16.67%0.00%0%20%40%60%80%100%A.YesB.NoC.Dont knowQuestion Chart 1

117、9Question Chart 20The hybrid office working system and hybrid office space in mainland China is still in its infancy when compared to some other markets.Many of those offices which have already been re-designed to accommodate a hybrid office working system have enjoyed a good number of successes in

118、terms of engagement,contentment,productivity,etc.,but there have also been some challenges,including challenges that might be unique to the mainland China marketplace.Therefore,to overcome some of these challenges,if any,further ongoing refinement and improvement to the hybrid office design and oper

119、ation will be required.50.00%58.33%66.67%41.67%0.00%0.00%0%10%20%30%40%50%60%70%80%A.The flexible office space areasB.The collaborative space areasC.The quiet working space areasD.The comfortable/social/relaxation space areasE.OtherF.Dont knowTh e H y br i d O f f i ce i n M a i n l a n d C h in a 3

120、 108Hybrid office implementation What to consider?Optimal workspace offering and provision,including that derived from hybrid office workspace,is paramount to the success of any organisation.If not already decided upon and applied in mainland China,going hybrid does bring up a number of implementati

121、on issues and items for an effecting organisation to deliberate.To better ensure hybrid office workplace strategy implementation success these points will need to be tackled and some of these consideration points include:Remote Cybersecurity1.Policy Hybrid office working guidelines in the form of a

122、policy document is essential and should set the rules of the road for employees to follow.When formulating a policy document a number of points will have to be addressed,including the following points:Definitions Set out the hybrid office working guidelines and who they apply to;Expectations Institu

123、te hybrid office working expectations about how employees will work,and;Cybersecurity Emphasise the importance of cybersecurity and ensure it remains a top priority in every employees mind(Figure 5).Figure 5:Hybrid office cybersecurity issues and preventionSource:Industry Today,Cushman&Wakefield Res

124、earchMissing security toolsUsing an unsecured home or public Wi-Fi networkLosing work devices or having them stolenSharing passwords or unencrypted filesInstall endpoint protection softwareEmploy numerous security layersImplement a multi-factor authentication(MFA)or single sign-on(SSO)Extend on-goin

125、g cybersecurity awareness trainingAvoid using public Wi-FiEncrypt personal devices and enable firewall protectionCreate unique passwords for every log-inUtilise a password managerPrevention From WorkforcePrevention From ManagementRisks3 2 C ushman&Wake fie ld Res e arc h2.Space re-configuration Thin

126、k about the size,design,construction and use of the hybrid office space:Modify With fewer employees in the office at any given time,does the organisation require the same amount of space as it had for its pre-hybrid traditional office?Modify the space in line with the organisations needs;Branding Be

127、ar in mind that the space should personify the companys brand and values;RepositionIf employees are only going to the office for meetings or special events,reposition the space to encourage collaboration and boost work productivity;ClientsSet the space up for clients as well,if this is part of its p

128、urpose,and;SustainabilityAlways design,construct and operate the space with optimal environmental sustainability as a major goal(Figure 6).Figure 6:Selected tips for a sustainable hybrid office spaceSource:Confetti,Cushman&Wakefield ResearchReusabledishwareinthe breakroomStart asustainabilitycommitt

129、eeWorkwith greenvendorsRecycleold companytechOfferpublictransit benefitsConduct a carbonfootprintauditTh e H y br i d O f f i ce i n M a i n l a n d C h in a 3 33.Tech and tools Its critical to understand what hardware and software is needed for the chosen hybrid office working system.On this note,h

130、ere are some essentials to think about:Going remoteWhen opting for a hybrid office working solution,bear in mind system useableness,reliability,security and cost;Online communication Under hybrid office working conditions,there will be times when employees will need to communicate or hold meetings o

131、r webinars online.Tech that enables this needs to be incorporated and implemented;TeamworkOnce deciding to implement a hybrid office working system,remember to include online team collaboration and document sharing tech and tools,and;Office adminInclude and incorporate systems and features for the h

132、ybrid office working system administrators to effortlessly take control of all the office equipment and services easily.Selected systems and features that are useful for hybrid office working system administrators include:Internet of Things(IoT)Try to integrate IoT works with hardware within the phy

133、sical office.When combined and set up well,the two elements should allow for better space and occupancy management and offer an elevated employee experience;Hot desksHot desks provide flexibility to the hybrid office working model.Additionally,by utilising a hot desk booking system,an adopting enter

134、prise can choose to reduce their office footprint and at the same time,save on operational costs;Meeting room booking systems Meeting room booking systems allow for better managing the usage of meeting rooms,and;Front-desk service The front-desk service is related to the visitor management system.Th

135、is system can offer a streamlined visitor experience for an enterprises clients(Figure 7).Figure 7:Select systems and features that are useful for hybrid office working system administrators to conduct their work Source:Ones,Cushman&Wakefield Research HotDeskingSupport andServiceCo-usingdesksystemSu

136、pporttheadmims to set their own rules and services RoomBookingSystemloTFunctionsRoomreservationsystemWorks with hardware,notify users the equipment conditionFront-deskServiceVisitormanagementsystem(VMS)3 4 C ushman&Wake fie ld Res e arc hFigure 8:Six basic tips for going hybrid 12435Source:appogeehr

137、,Cushman&Wakefield ResearchEmpowerYourStaffEmpoweryourmanagersandstafftomake decisionsaboutwheretheyshouldworkto ensureeveryoneisgettingthebenefitsoutof officeandhomeworkingenvironments.InvestinTheBestDigitalToolsEnabling ahybridworkingstrategymeans ensuringyourstaffcanworkfromanywhere.By investingi

138、nself-serviceHRsoftwarethatcan manageperformance,officecapacity,company policiesandmore.BeFlexibleinYourStrategyProvidingflexibilityinyourhybridworking strategyis amust.Allowingyourteamsto decidewhentheyshouldbeintheoffice fostersacultureofengagement&trust.CommunicationIsKeyCreatenewhybridworkingpol

139、iciesand ensurethatstaffhaveviewedthemsoall employeesunderstandexactlywhats expectedofthem.MakeOfficeTimeMoreValuablePlanandmonitoryourteamsin-officedays inadvancetoensurestaffarefacetoface forteammeetings,brainstormingsessions and121s.Makesureyoucanmanage yourofficecapacitytoensureeveryone gets ade

140、sk.EvaluateStaffPerformance ConsistentlyCreating aprocessaroundperformance canhelpyoueffectivelyandfairlymonitor theoutputandprogressofallofyour employees.Consider360feedbackand employeeself-assessmentaspartofyour evaluation.Finally,there is no one single hybrid office solution that fits all.Before

141、implementation and going hybrid,an organisation will have to think of a multitude of issues,including its own individual business and find a bespoke solution that fits its employees and itself as a firm(Figure 8).Th e H y br i d O f f i ce i n M a i n l a n d C h i n a 35609Key takeawaysWithin a hyb

142、rid working system,employees often have greater autonomy,and in many cases,a heightened work-life balance which frequently results in elevated levels of employee engagement；According to our survey,in mainland China,there is around a 50-50 split between those enterprises which have not considered imp

143、lementing/not implemented a hybrid office working system and those that are considering implementing/have implemented a hybrid office working system;In the fullness of time,the future office workplace in a good number of global city locations,including city locations in mainland China,will be a fusi

144、on of remote and in-office working,with technology being the main means to keeping employees connected and productivity levels efficiently sustained.3 6 C ushman&Wake fie ld Res e arc hBUSINESS CONTACTSJonathan WeiPresident,Project&Occupier Services,CDavid ShiManaging Director,Head of Project&Develo

145、pment Services,ChinaCo-Head of Sustainability Services Platform,Greater CLois YangSenior Associate Director,Workplace Strategy&Change Management,Occupier Services,China Th e H y br i d O f f i ce i n M a i n l a n d C h in a 373 8 C ushman&Wake fie ld Res e arc hThis report was authored by Shaun Bro

146、die,Head of Research Content,Greater China and Head of Research,East China,designed by Annie Li and coordinated by Yvonne Jiang,Analysis support was provided by Jane Cai.Proofreading services were provided by Simon Graham.To better serve our clients our Greater China Research Team has established Ce

147、ntres of Excellence in various focus areas,such as Capital Markets,Occupier Markets,Office,Industrial and Retail.Shaun leads the Research Centre of Excellence for Greater China Occupier Research.If you have any queries related to Occupier Research in Greater Mainland China,please contact:RESEARCH TE

148、AMShaun BrodieHead of ContentGreater ChinaHead of ResearchEast CEason LeeHead of Research TRosanna TangHead of Research Hong KSabrina WeiHead of Research North CIvy JiaHead of Research West CXiaoduan ZhangHead of Research South&Central CAbout Cushman&WakefieldCushman&Wakefield(NYSE:CWK)is a leading

149、global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in approximately 400 offices and 60 countries.In Greater China,a network of 23 offices serves local markets across the region.In 2022,the firm reported global revenue of US$10.1 billion

150、across its core services of valuation,consulting,project&development services,capital markets,project&occupier services,industrial&logistics,retail and others.It also receives numerous industry and business accolades for its award-winning culture and commitment to Diversity,Equity and Inclusion(DEI)

151、,Environmental,Social and Governance(ESG)and more.For additional information,visit .DisclaimerThis report has been produced by Cushman&Wakefield for use by those with an interest in commercial property solely for information purposes.It is not intended to be a complete description of the markets or

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