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1、2021Global Workplace Report Connecting your hybrid workforceINSIGHTSDRIVEN BY DATACampaign Guide2021Continue Copyright NTT Ltd.|22021 Global Workplace Report03 Strategy|Modernizing strategies04 Work|Connecting employees02 Workforce|The EX factor01 Report highlights05 Workspaces|Digital and physical
2、09 About the Report06 ESG|Smart sustainability07 Regional insights08 Next steps|Intelligence to executionContents Copyright NTT Ltd.|32021 Global Workplace ReportForewordConflicting stakeholder views on the future of work point to gaps in detail,tools and enablementThis years data reveals some signi
3、ficant differences in perspective within and outside organizations.Contrasting views of leaders,managers and employees all point to significant gaps in understanding what the future of work should look like and how to enable it.Nearly three in four chief executive officers(CEOs)say that strategies t
4、o modernize and digitally optimize their future workplaces are defined and agreed,yet less than half of the operational leaders surveyed say this is the case.90.6%of organizations recognize the value of employee experience(EX)to their strategy,or as a crucial strategic differentiator,but just 25.0%f
5、ully agree that the value of EX is understood and embraced across the enterprise.62.9%of chief human resources officers(CHROs)say employee wellbeing levels have deteriorated since the start of the pandemic;only one-third(33.1%)say improving wellbeing is a key factor driving change in the organizatio
6、ns workplace strategy.Copyright NTT Ltd.|42021 Global Workplace Report2021 Global Workplace Report Copyright NTT Ltd.|4The pandemic undoubtedly changed the way we work and how we think about work as part of our broader human experience.Employees want to be recognized and valued as individuals,not ju
7、st as resources.Theyre prioritizing their wellbeing and work-life balance,and they expect their employers to do the same.The reality is that talent is in demand1 and,thanks to rapid digitization,people now have more options when it comes to determining where,how and for whom they wish to work.Organi
8、zations that dont respond to these changing priorities by offering greater levels of employee choice and flexibility could well see a negative impact on turnover and productivity.2The research shows that environmental,social and governance(ESG)factors are also receiving significant attention in buil
9、ding brand equity with stakeholders employees and customers included.Diversity and inclusion are playing a bigger role in workplace strategies,while sustainability is a key boardroom consideration and an important component in the design and reshaping of physical workspaces.Forward-looking enterpris
10、es have moved ahead with secure-by-design digital transformation to enable frontline,hybrid and remote employees to work safely and productively and those that are doing this well are reaping significant rewards.Our 2021 Global Customer Experience Benchmarking Report indicates that highly automated
11、organizations have seen an uplift in new customer acquisition,commercial performance and EX.Work is part of our human experience,so work experiences should be designed around what motivates and empowers humans.Work is part of our human experience,so work experiences should be designed around what mo
12、tivates and empowers humans.Organizations need to move beyond isolated approaches to EX and customer experience(CX),linking data from EX and CX channels to better understand,engage with and respond to the people who ultimately determine their success.Cloud,cybersecurity and mobile/remote working too
13、ls and networks will be crucial to enabling and connecting human-centered experiences that drive business results.1 Microsofts 2021 Work Trend Index shows that more than 40%of the global workforce is considering leaving their employer this year.(Microsoft,22 March 2021.2021 Work Trend Index:Annual R
14、eport.The next great disruption is hybrid work are we ready?).A recent Gartner survey showed more than 70%of job candidates receiving an offer have at least one other offer on the table and they want more than a good salary:85%said its important to be seen as a person,not just as an employee(Gartner
15、,27 August 2021.Talent Pulse:Candidates seek the human factor and new career paths).2 Gartner,14 September 2021.Take these 3 actions to make digital workplaces happier,faster and smarter.Section 1Report highlightsIn this years Global Workplace Report,we look at trends and drivers across three areas:
16、the workforce(people and the EX factor),work(connected digitization)and workspaces(digital,remote and corporate).The data shows that,although most organizations have identified what needs to be prioritized in each area,many are not yet able to execute these priorities effectively.PreviousContentsNex
17、t Workforce|The EX factorRead on Copyright NTT Ltd.|62021 Global Workplace ReportJust 54.0%of organizations say their future workplace strategy is defined and agreed.79.1%of organizations say their employees would prefer to work from company premises rather than from home,when safe to do so.But,its
18、not as simple as that.Given the choice:38.9%would prefer to work from company premises.29.9%want the option of alternating between the two.Just 30.2%of employees say theyd prefer to work from home.72.0%of CEOs say strategies to modernize and digitally optimize the future workplace are defined and ag
19、reed(up from 62.5%in 2020).But only 47.2%of operational leaders would agree.Leaders demonstrate the business value of CX strategiesOperating models need to accommodate employee preferences and workstyles while enabling organizational agility.Organizations believe that younger employees are more like
20、ly to want to work from company premises than those in the Gen X and Baby Boomer cohorts.However,corresponding Voice of the Employee(VoE)data indicates the reverse.For many,post-pandemic strategies are still not going far enough and a great deal of uncertainty remains.While a future workplace vision
21、 is emerging,the detail,tools and conviction to act are missing.Organizations strongly identifying as leaders or industry disruptors are leading the charge and are much more likely to have defined their future workplace strategies(63.8%and 68.1%respectively)than traditional enterprises.Whats importa
22、nt to note here is that the research shows that inactivity is not an option and will impact on the companys ability to compete in a crowded market.Theres a considerable disconnect between intent and execution in the enterprise:Strategies for future work models are in fluxReport highlightsWe look at
23、trends and drivers in three areas:The data shows that,while most organizations have identified what needs to be prioritized in each area,many are not yet able to execute effectively.1people and the EX factor2connected digitization3digital,remote and corporate123 Copyright NTT Ltd.|72021 Global Workp
24、lace ReportOnly 23.1%of employees say theyre very happy working for their current employer.Employees who are not in managerial positions are far less likely to be satisfied with their employer than those in the C-suite.Employee satisfaction(across the board)is significantly higher in organizations w
25、ith a strong technology competence and those that strongly agree CX is a competitive differentiator.While 64.4%of CEOs are very satisfied with their current EX capability,just 23.3%of operational leaders say the same.Organizational change is impacting on EXAs hybrid and remote working models become
26、increasingly prevalent,technology is seen as the most important enabler of workplace strategies,followed by the quality of employee collaboration,employee wellbeing and the employee experience.Our data indicates a significant opportunity to optimize is being missed.Organizations with a fully defined
27、 strategy to modernize and digitally optimize the workplace are far more likely to be effective at preventing employee burnout and managing maximum hours.54.6%of organizations say employees have access to technology that enables and augments performance when working from home;56.1%say the same for t
28、he technology on company premises.Just two in five organizations believe their employees are able to effectively brainstorm,collaborate and socially interact.62.9%of CHROs say employee wellbeing levels have deteriorated since the start of the pandemic.Only 38.2%of employees say their employer fully
29、values their health and wellbeing.Research findings indicate that organizations which have digitized their workplaces effectively have been able to improve teamwork,agility and the ability to deliver a connected experience,regardless of where employees are working.The last year has been challenging
30、for employers and employees alike.The joys of location flexibility aside,the reality is that the vast majority of organizations are finding it difficult to manage the wellbeing of employees as work models evolve.2021 Global Workplace Report Copyright NTT Ltd.|7Report highlights Copyright NTT Ltd.|82
31、021 Global Workplace Report68.8%of organizations have developed,or are planning to develop,videoconferencing and video collaboration spaces in their company premises;66.0%will provide more teamwork spaces.80.7%of IT leaders say they are finding it more difficult to spot IT security or business risks
32、 brought about by employees when they are working remotely.Only 43.2%of employees are confident that company information is safe when theyre working from home.89.1%of organizations agree(49.1%strongly agree)that theyre aligned with the United Nations Sustainable Development Goals(SDGs),in support of
33、 their ESG agenda.Up from 86.5%last year,90.6%say workplace design is a key pillar in their sustainability agenda.Organizations and employees acknowledge that,in many circumstances,face-to-face meeting time is essential.Its one of the reasons people choose to work from company premises rather than r
34、emotely.Around two-thirds of organizations are remodeling physical workspaces to optimize for this kind of engagement.Industry disruptors are twice as likely to have significantly increased their investment in developing effective workspaces and driving the employee experience.Hybrid working is intr
35、oducing new threats and cybersecurity risks are increasing across work environments.49.1%of C-suite executives strongly feel that the workplace is no longer a physical building but a variety of environments where groups of employees collaborate.Just 55.1%of organizations are strongly satisfied their
36、 company premises can support hybrid working.Digital and physical spaces must enable better experiencesSustainability is key to workspace design and the connected workforce.Energy efficiency,employee education and buy-in,and the use of digital tools and events to reduce the organizations footprint,a
37、re the top three focus areas.Report highlightsSection 2The EX factor:value your peopleEmployees are at the forefront of workplace strategies,but theres still a lag in execution for most.Discrepancies in executive,operational and employee feedback indicate that EX needs to extend further into the ent
38、erprise to deliver whats important to employees and enable business outcomes.PreviousReport highlightsNext Strategy|ModernizingstrategiesRead on Copyright NTT Ltd.|102021 Global Workplace ReportChange,uncertainty,and concerns about their own and others wellbeing have driven employees to reassess the
39、ir own priorities over the last year.They want more choice and control over where and how they work so they can manage these issues better and improve their work-life balance.Wellbeing is now a major focus for organizations replacing productivity as the top factor driving change to workplace strateg
40、ies.Yet,our findings show not enough is being done across the board to support employees,health,safety and work-life balance.EX has risen in strategic importance,but EX capabilities have not improvedAlthough progress has been made in some areas of EX,its not yet a strategic differentiator for many o
41、rganizations.Compared to last years results,theres been a further increase in organizations saying EX is recognized as a crucial strategic differentiator(up to 90.6%).However,a close inspection of the overall data results shows a disparity between the executive and operational views of EX,and some m
42、isalignment within the C-suite.62.9%of CEOs and 58.1%of CHROs say EX is recognized as a crucial strategic differentiator.Only 34.6%of operational leaders agree.Most(54.1%)say it has only some importance to the organization.Value of EX to organizationsFigure 1:Value attached to EX within the organiza
43、tionTo what extent is the value and business contribution of the employee experience(EX)recognized within your organization?n=1,146Employee experience is not a strategic differentiator for many organizations.Workforce|The EX factor Copyright NTT Ltd.|112021 Global Workplace ReportInvestments in effe
44、ctive workplaces and driving EX during the pandemic have delivered results in the areas of productivity,staff retention,efficiency and revenue.64.7%of organizations say productivity has improved;nearly one in four report a significant improvement.57.0%say staff retention has improved;one in five rep
45、ort a significant improvement.More than half(53.6%)report improved efficiencies.45.9%say revenues improved(12.9%reporting a significant uplift).Only 23.1%of employees say they are currently very happy working for their employer.Satisfaction levels vary by job type:47.3%of C-level executives are very
46、 happy with their employer compared with 22.8%of directors/divisional heads,and just 13.1%of staff not in managerial positions.Ratings are higher in organizations with a very strong technology competence(where 49.3%of employees are very happy)than those with strong(16.4%)or average/poor technology c
47、ompetence(10.8%).Organizations that strongly agree CX is a competitive differentiator have an employee rating thats nearly double that of the global benchmark.VoE data shows some employees also saw positive changes over the last year 35.5%agree EX improved and 14.1%said it became a lot better.But fo
48、r most,its not at the level it should be.Theres been no discernible change from last year in how organizations rate their EX capabilities:just 37.9%say theyre very satisfied with their current EX capability,compared with 38.3%in 2020.Theres also a significant misalignment within organizations while
49、64.4%of CEOs are very satisfied with their EX capability,just 23.3%of operational leaders share this view.Satisfaction with current EX capabilityFigure 2:Satisfaction with current EX capability(organizational and employee view)Organizations:How satisfied is your organization with its current employe
50、e experience(EX capability)?n=1,146Employees:How happy are you working for your employer?n=1,402Workforce|The EX factor Copyright NTT Ltd.|122021 Global Workplace ReportEX satisfaction levels vary widely dependent on the maturity of the organizations workplace strategy:72.6%of organizations that hav
51、e advanced and optimized their workplace strategies are satisfied with their current EX capability compared to 34.1%whose strategies are well advanced,and just 10.0%of those whose strategies are still in development.Gartner defines EX as employees perceptions and related feelings caused by the one-o
52、ff and cumulative effect of interactions with their employers customers,leaders,teams,processes,policies,tools and overall work environment.3 Organizations may focus on,or excel in,one or more of these aspects employee engagement or technology enablement,for example.But to bring EX capabilities in l
53、ine with strategic intent,they need to look at EX more holistically to create a culture that appeals to employees.This years data shows 72.7%of organizations agree(31.8%strongly agree)that parts of the enterprise dont understand or truly embrace the value of EX.And if you dont understand it,how can
54、you improve it?3 Gartner,19 May 2020.Build links between customer experience,multiexperience,user experience and employee experience.Ongoing change and uncertainty are taking their toll on employees mental health.Organizations may have deployed new technologies to ensure people can continue working
55、productively,but employees expect more than just the tools to do the job.The way employers also support the employees work-life balance and wellbeing will become a critical differentiator for organizations.VoE feedback is critical to informing the organizations purpose,culture and policies.Workplace
56、 analytics,Employer Net Promoter Scores(eNPS)and sentiment analytics can help establish a benchmark for EX and provide data to drive the right insights and action.This years findings show the deployment of these applications and technologies is relatively low,however,which is compounding the problem
57、.2021 Global Workplace Report Copyright NTT Ltd.|12Workforce|The EX factor Copyright NTT Ltd.|132021 Global Workplace ReportImprovements in working environments and workplace support vary by sectorOrganizations believe the working environment and workplace support systems have improved since before
58、the pandemic,but employee sentiment tells a different story.When asked how they think employees would rate their working environments and workplace support systems before the pandemic and today,organizations seem confident that improvements in these areas have had a positive impact on employees.Orga
59、nizations perceptions of how employees would rate working environments and workplace support systemsFigure 3:Organizations perceptions of how employees would rate working environments and workplace support systems before the pandemic and todayHow do you think your employees would rate your organizat
60、ions working environments/workplace support systems?n=1,146Workforce|The EX factor Copyright NTT Ltd.|142021 Global Workplace ReportFigure 4:Organizations perceptions of how employees would rate working environments and workplace support systems before the pandemic and today(industry view)How do you
61、 think your employees would rate your organizations working environments/workplace support systems?n=1,146While most industries indicate an improvement in employee ratings of their working environments and support systems,those with a high demand for talent,such as media and communications,have inve
62、sted more in these areas to differentiate themselves in the market.Across all industries,organizations with a defined workplace strategy show much greater improvements in ratings than those whose strategy is not yet defined or agreed.Employee Net Promoter Score(eNPS)by industry promoter versus detra
63、ctor results (ranked by change from pre-pandemic to now)eNPSPre-pandemicAverage:5.6eNPSNowAverage:+9.4Media and communications(incl.telecommunications)-19.3+27.9 Manufacturing-20.9+22.8 Energy and utilities-14.8+19.8 Insurance-23.9+5.6Retail and wholesale-19.0+8.0Health-26.3-1.9Technology-5.4+17.1Ed
64、ucation-17.7+5.8Travel and transportation-25.0-2.5Professional services-23.0-0.1Automotive-5.9+5.8Public sector/government-22.5-14.0Banking and investment+7.7+13.6Sports,entertainment and hospitality+18.0 +3.7Now results for those with defined workplace strategy=+29.4versus those not yet defined or
65、agreed=-46.5Improvements in Employee Net Promoter Scores are higher in organizations with a well-defined workplace strategy.Workforce|The EX factor Copyright NTT Ltd.|152021 Global Workplace ReportWellbeing,flexible hours and the option to work remotely are the primary drivers of EXOrganizations vie
66、w employee wellbeing and flexible hours as the primary drivers of EX,followed by the option to work remotely and the work environment itself.A focus on EX and wellbeing delivers tangible results,particularly in improving work-life balance,employee wellness and overall productivity.Key drivers of emp
67、loyees overall experience(organizational view)Figure 5:Key drivers of employees overall experience(organizational view)Which,if any,of the following items are of high importance to influencing your employees overall experience(EX)?n=1,1462021 Global Workplace Report Copyright NTT Ltd.|15Workforce|Th
68、e EX factor Copyright NTT Ltd.|162021 Global Workplace ReportResults of focusing on EX and employee wellbeingFigure 6:Results of focusing on EX and employee wellbeingWhich,if any,of the following can you evidence as a direct result of your focus on EX and employee wellbeing?n=1,146Employee wellbeing
69、A focus on employee wellbeing which organizations currently see as the main driver of EX comes through strongly in this years data.However,execution in this area hasnt caught up with strategic intent.Many organizations need to invest more to show that they mean what they say.A focus on EX and wellbe
70、ing is proven to improve efficiency and productivity.This years data shows the pandemic has had a significant impact on wellbeing,particularly in certain industries.Employee burnout levels are much higher among remote and hybrid workers in education and manufacturing,where the pandemic fundamentally
71、 changed the way they work,and in the technology industry,where employees have been under significant pressure to assist clients and colleagues with business continuity and digital transformation.This years findings show some progress has been made to support employee wellbeing,but employees and ope
72、rational leaders dont think its enough.77.3%of CEOs and 62.89%of CHROs say employee wellbeing levels have deteriorated since the start of the pandemic.Just 38.2%of employees say their employer fully values their health and wellbeing.Organizations that neglect their duty of care to employees face sig
73、nificant risks,including legal action,reputational damage and the loss of talent.The biggest challenges facing organizations with remote and hybrid workers are preventing burnout,improving collaboration and stimulating social interaction.Perspectives of effectiveness in these areas vary widely among
74、 CEOs,CHROs and operational leaders.Workforce|The EX factor Copyright NTT Ltd.|172021 Global Workplace ReportPerceptions of organizational effectiveness in managing the challenges of a remote/hybrid workforceThe organization is very effective at CEO viewCHRO viewOperations viewPreventing employee bu
75、rnout54.0%49.2%25.5%Collaboration and brainstorming52.4%50.0%34.0%Stimulating social interaction66.1%44.8%36.3%Figure 7:How effective is the organization in managing the challenges of a remote/hybrid workforce?Perceptions of CEOs,CHROs and operations teamsOrganizations need to take a holistic approa
76、ch to managing wellbeing for different employee workstyles(frontline,hybrid and remote),taking factors such as work-life balance,travel,and health and safety into account.Those with a fully defined strategy to modernize and digitally optimize the workplace are more likely to be managing wellbeing ef
77、fectively.89.5%of organizations that have fully defined their plans say they are effective(45.6%very effective)at preventing remote/hybrid worker burnout.Of those still planning their strategy,67.4%say theyre effective(just 21.2%very effective)in this area.Flexible hours and the option to work remot
78、elyEmployee wellbeing,flexible hours and remote-working options make up the top three factors organizations view as being important to EX,and these are echoed in the VoE data.Salary excepted,employee choices are most heavily dictated by work-life balance and flexibility,commute times and the company
79、s brand values.Top three factors(besides salary)that employees say influence their choice of employer1 Work-life balance and the opportunity for flexible hours 2Having a quick commute to the office3The companys purpose and valuesMany employees have reported a decline in their mental health since the
80、 pandemic began.4 The ability to choose their working hours and work location has now become increasingly important to them.Organizations offering this flexibility and choice will be considered more attractive to candidates and theyll see the results in their productivity and performance.Capturing t
81、he Voice of the Employee Cursory capabilities exist,but most organizations fall short on gaining a complete view of EX.46.2%of organizations strongly agree that VoE is being captured to help inform and drive product,service and process improvements.For leaders,this figure is 17.3%higher.44.9%of orga
82、nizations say they have a strong capability in using analytics and real-time sentiment data with VoE feedback to gain a more complete view of EX.For leaders,this figure is 21.6%higher.At a time when change management is so critical,leaders need a real-time view of employee sentiment and a way to com
83、municate back to employees that their concerns are being addressed.This years data evidences a direct link between advanced VoE capabilities and optimized EX.While nearly half the organizations surveyed say theyre capturing VoE feedback and combining it with analytics and real-time sentiment data,ou
84、r findings indicate that VoE analytics technologies and processes are not yet being used to their full potential.4 Harvard Business Review,6 September 2021.8 ways managers can support employees mental health.Workforce|The EX factor Copyright NTT Ltd.|182021 Global Workplace ReportHow organizations m
85、easure and optimize EXFigure 8:How organizations measure and optimize EXHow,if at all,do you measure and optimize employee experience?n=1,146As we noted in last years Report,biannual employee surveys dont provide a true representation of employee morale,wellbeing and sentiment especially in times of
86、 rapid change.Real-time monitoring is a more effective way to gauge these issues and make the necessary changes to improve EX,productivity and ultimately,customer satisfaction.Given the current talent crunch,and time and cost of recruiting and onboarding new employees,our view is that absenteeism an
87、d retention levels should be receiving more attention.Industry benchmarks and social-media sentiment about the organization should also be given more priority to build a brand that will attract talent.Real-time monitoring is a more effective way to identify and address EX issues than biannual employ
88、ee surveys.Workforce|The EX factor Copyright NTT Ltd.|192021 Global Workplace ReportMonitoring EX and wellbeing for a hybrid workforceWorkplace analytics,VoE,and employees use of and satisfaction with systems are the top three metrics used to manage and optimize wellbeing.However,the analytics syste
89、ms used may not be giving organizations a multidimensional view of employee engagement,wellbeing and overall EX.Measuring the adoption and use of collaboration and other digital tools is only valuable if you understand the sentiment behind the data,for example,and have a structured process for regul
90、arly reviewing and acting on feedback.Metrics to manage and optimize wellbeingFigure 9:Metrics to manage and optimize wellbeingWhat,if any,of the following is your organization focused on managing,with a view to optimizing employee wellbeing?n=1,146Focus on key metrics to manage and optimize wellbei
91、ng advances in line with workplace strategy maturity.Workforce|The EX factor Copyright NTT Ltd.|202021 Global Workplace ReportWorkplace and analytics systems that organizations have access toFigure 10:Workplace and analytics systems that organizations have access toWhich,if any,of the following work
92、place and/or analytics systems does your organization have access to?n=1,146Employee working hours,measured by online time,dont always give a realistic indication of productivity,wellbeing or the risk of burnout.Some employees may prefer working at different times during the day when theyre naturall
93、y more productive or to accommodate their work-life balance something they werent able to do when the 8 to 5 workday was the norm.Productivity should therefore be measured in terms of output,not hours.Advanced workplace analytics,regular eNPS data and real-time sentiment analysis can help unearth wh
94、ats really happening and which areas of the company are at risk.Currently,just 27.6%of organizations have access to sentiment-review tools.This years data shows analytics relating to the home-office environment are receiving attention a positive indication that organizations are considering how thes
95、e environments are affecting EX and how to address any shortcomings through standard policies.While only 30.4%of organizations have access to space usage analytics,were likely to see this increase as more people return to company premises.These systems allow organizations to identify how best to rep
96、urpose workspaces for employee safety,collaboration and productivity,as well as for efficiency and sustainability.This data can help inform return-to-work policies and validate the organizations duty of care to employees.Workforce|The EX factor Copyright NTT Ltd.|212021 Global Workplace ReportPocket
97、s of progress,but no holistic strategyWhile some progress has been made in certain areas of EX,most organizations need to ramp up efforts in the areas of technology enablement,employee engagement and wellbeing.Analyzing data across the three Ws of work,workforce and workplace,will provide insight in
98、to where changes are needed to improve moments that matter to employees.A coordinated effort is required from executive teams to understand and deliver what employees are looking for,and how to connect EX with the organizations business strategy and desired outcomes.A coordinated executive effort is
99、 required to deliver what employees are looking for.2021 Global Workplace Report Copyright NTT Ltd.|21Workforce|The EX factorSection 3Modernize your workplace strategy Hybrid work models are here to stay,but organizational strategies,policies and technology to enable different workstyles are yet to
100、be clearly defined.Our findings show most executives believe theyve made more progress in key areas of workplace strategy than what their operations teams and employees believe.PreviousWorkforce|The EX factorNext Work|ConnectingemployeesRead on Copyright NTT Ltd.|232021 Global Workplace ReportModern
101、ize your workplace strategy to deliver a connected experienceThe introduction of new digital ways of working has changed workplace dynamics forever.Employees now have a higher level of digital dexterity and,with the right technology in place,can be agile and productive wherever they work.Consumers d
102、igital proficiency has also accelerated as the pandemic necessitated the use of automated and self-service channels.Findings from the NTT 2021 Global Customer Experience Benchmarking Report show that consumer uptake of digital channels is high,as are customer expectations about what digital should d
103、eliver.Over the next 12 months,organizations expect that the majority of their CX transactions will be managed through automation.They now need to optimize emerging technologies to augment employee capabilities and enhance collaboration,performance and agility,regardless of location or time-zone.Foc
104、us on experience-based business outcomesThis years findings show a reduced focus on cost reduction(down by 22.3%,from fifth priority last year to tenth this year).Organizations are now adapting to develop business enablers that will drive profitable CX,with an increased awareness of the impact of EX
105、.Organizations business objectives over the next 12 monthsFigure 11:Business objectives over the next 12 monthsWhich,if any,of these objectives will be a key priority for your organization within the next 12 months?n=1,146Strategy|Modernizing strategies Copyright NTT Ltd.|242021 Global Workplace Rep
106、ortTop business objectives over the next 12 months for:CEOs:Increasing revenue/profitsDigital-first/industry disruptors:Improved CXHybrid GTM organizations:Digital transformationIndustry leaders:Equal focus on digital transformation and improved CXFor many,post-pandemic strategies are not going far
107、enoughJust 54.0%of organizations say their future workplace strategy is defined and agreed.Nearly three in four CEOs(72.0%)say their strategies to modernize and digitally optimize their future workplace are defined and agreed(up from 62.5%in 2020),but only 47.0%of operational leaders agree this is t
108、he case.Operations management are likely to have a better grasp of whats required to operationalize workplace strategies in a complex,integrated environment.They may therefore believe current strategies are not detailed enough to enable execution,or that there are limited skills available to effect
109、change -or both.Digitally enabling the organization while retaining customers has a direct impact on profit.Our findings show that growing businesses are more focused on CX than on increasing revenue and profits.Theyre accelerating digitization,moving simpler customer transactions to digital self-se
110、rvice channels and using technology to augment their employees abilities to deliver the important human touch in customer engagement.Technology optimization is a challengeTechnology dependencies are growing but most organizations have yet to optimize their technology investments.Over the last year,t
111、heres been an 18.4%rise in the number of C-suite executives who strongly agree that the organization has become more reliant on technology since the start of the pandemic.Digitization and the adoption of cloud platforms played a key role in supporting new workstyles and customer engagement models,co
112、mplemented by a drive to automate processes and communications wherever possible to differentiate and achieve business outcomes.Strategy|Modernizing strategies Copyright NTT Ltd.|252021 Global Workplace ReportHowever,this years data shows many organizations are not yet optimizing this technology.Onl
113、y half(53.0%)strongly agree their technology solutions are designed to enable and augment employee performance,although this figure rises to 64.7%for industry leaders.Those that are not satisfied with technology capabilities in this most likely dont have the skills to support these platforms effecti
114、vely or use them to their full potential.They havent yet adopted the many features available to improve experiences.They also find it difficult to manage the data these systems produce,which means missed opportunities to gain insights that can help them improve EX and CX in support of business outco
115、mes.71.1%of C-suite executives say connected workplace technologies,and enabling collaboration and efficiency,are very important to the organizations future workplace strategy.Without the right skills to implement and support technologies that augment EX and CX,customer satisfaction will drop,and so
116、 will revenue and profits.Bridging the gap in digital optimizationAs the consumption of cloud collaboration solutions has grown over the last 18 months,so has the skills gap for managing cloud platforms to deliver optimal experiences.Organizations now need diverse skills to maximize their technology
117、 investment in three key areas:1.Planning:Plan well and put the correct foundations in place to gain the best return on cloud collaboration investments.Make sure theyre secure by design and have the right network fabric in place,and apply effective adoption and change management processes.2.Optimizi
118、ng:Continuously identify new features as they become available on your evergreen cloud platforms.Unpack how to adopt these to deliver the best outcomes for employees,customers and the organization.3.Integrating:Integrate EX and CX platforms and ensure the availability of these platforms to minimize
119、friction and deliver the desired experiences and outcomes.Simplifying the IT delivery model to a single service provider for cloud,telco,network and security services can help you overcome the skills barrier and realize cost savings,among other benefits.Our 2021 Global Managed Services Report found
120、that 92.2%of organizations agreed that a trusted technology partner is a key foundation for technology strategies.Improved security and improved system integration skills were two of the top three motivators for working with a service provider.2021 Global Workplace Report Copyright NTT Ltd.|25Strate
121、gy|Modernizing strategies Copyright NTT Ltd.|262021 Global Workplace ReportStrategic direction reflects changing workplace dynamicsTop six factors driving change to organizations workplace strategiesTop five factors included in workplace strategiesTop six factors20212020Support/improve employee well
122、being1Not askedEnable/empower employees(via technology augmentation)2Not askedImprove security/reduce risks33Improve business resiliency,continuity and operational agility42Digitize our operations(leverage innovation)54Productivity gains(incl.improve collaboration)61Role typesTop five factorsGlobal
123、benchmarkCHROCEOITOpsEmployee safety(optimizing safe use of office space/healthy buildings)11=122Enabling hybrid and remote working24713Employee wellbeing35=531Improving EX45=244Sustainability goals5945=6Figure 12:Factors driving change to organizations workplace strategiesWhich,if any,of the follow
124、ing are driving change to your workplace strategy?n=1,146Figure 13:Factors influencing organizations workplace strategyWhich,if any,of the following factors are part of your organizations workplace strategy?n=1,146Wellbeing replaces productivity as the leading factor driving change to workplace stra
125、tegy.Wellbeing replaces productivity as the leading factor driving change to workplace strategy,followed by employee empowerment through technology augmentation,and reducing security risks.Employee safety and wellbeing,and enabling flexibility through hybrid and remote working,are the top areas of s
126、trategic focus for meeting evolving workforce needs this year.The key drivers of those outcomes digitization and technology augmentation feature prominently,as do improved security and risk management.For CHROs and CEOs,monitoring governance,risk and regulatory compliance is a significant concern.Ac
127、commodating diversity and inclusion is the second most important factor for CHROs,but ranks seventh overall on the global benchmark.Employee safety,enabling hybrid/remote working,employee wellbeing and improving EX are most likely to feature as part of the workplace strategy,followed by sustainabili
128、ty goals.Strategy|Modernizing strategies Copyright NTT Ltd.|272021 Global Workplace ReportStrategies to meet the demands of the evolving workforceEmployee lifestyle,employee wellbeing and the physical environment lead organizational strategies for the evolving workforce.Factors driving change to org
129、anizations workplace strategiesWorkforce strategy factorRankFlexible hours1Wellness(e.g.,activity funding,mental/physical health programs)2 Remote/hybrid working3An improved office workplace environment(e.g.,air,noise,light,temperature,occupancy,location)4Management techniques being adapted5 Equal p
130、ay/resource levels(balance gender/visible minorities)6Attract techniques/training approach7Agile and new ways of working initiatives8Individual/flexible choice of employment benefits9Holiday purchase schemes10Figure 14:Top 10 workforce strategiesWhat,if any,of the following strategies are you applyi
131、ng to meet the demands of todays evolving workforce?n=1,146Hybrid is here to stayEmployees are increasingly in the driving seat.Organizations that dont offer employees flexibility and choice will see the impact of that decision on organizational performance.Top five outcomes of a remote/hybrid workf
132、orce model for organizationsBetter work-life balanceReduced commute timeReduced travel costsImproved EX/engagementImproved productivity12345For organizations,a better work-life balance for employees has been the main benefit of remote/hybrid working over the last 12 months,followed by reduced commut
133、e time,reduced travel costs,and improved EX and productivity gains.A report by Gartner notes that employee dissatisfaction with traditional work arrangements is increasing turnover and reducing productivity,whereas flexibility fuels high performance.55 Gartner,14 September 2021.Take these 3 actions
134、to make digital workplaces happier,faster and smarter.Strategy|Modernizing strategies Copyright NTT Ltd.|282021 Global Workplace Report6 Gartner,8 June 2021.The role of managers in contextualizing the return-to-the-workplace strategy.7 Microsoft,22 March 2021.The Work Trend Index.Employee work locat
135、ions pre-pandemic and nowFigure 15:Employee work locations pre-pandemic and nowIn what type of location do you currently work?And where did you work at the start of 2020?n=1,402Its therefore surprising to see so many enterprises planning to return to pre-pandemic workplace models,or have already don
136、e so.As Gartner notes,a return to the workplace is not a return to normal.Normality today for a large proportion of the workforce has become working remotely.6Our findings show that remote/home-working has almost doubled since early 2020,while hybrid working increased only slightly.Fewer employees h
137、ave worked from company premises,likely due to the ongoing pandemic and restrictions on building occupancy and social contact.The ability to offer employees greater choice will only increase in importanceNow that employees have experienced what its like to work from different locations,theyre better
138、 able to determine what suits their workstyles and work-life balance.They want to shape their working hours around their personal lives and individual priorities.With more employment opportunities available in the market,they have greater leverage to demand this of their employers.The gig economy ha
139、s become truly viable.Organizations can employ the right skills from anywhere in the world through contracts that allow for flexible working and the delivery of particular outcomes.Microsofts 2021 Work Trend Index shows that remote job postings on LinkedIn have increased more than fivefold since the
140、 pandemic,and 46%of employees surveyed are planning to move because they can now work remotely.7Currently,just over one in five organizations say they use hybrid or remote working as a recruitment aid,a figure thats higher for organizations with fully defined workplace strategies(24.6%),but that dro
141、ps to 8.6%for those whose strategies are still in development.Disruptors have moved quickly to capitalize on flexible work location opportunities,with 30.3%saying theyre recruiting in new countries(compared with 17.4%of traditional organizations)and 40.6%are saying employees can now live anywhere in
142、 the world(23.2%for traditional organizations).Strategy|Modernizing strategiesFormal policies that dictate everyone returns to company premises full-time(when safe to do so)could be met with resistance and by employees looking for opportunities elsewhere.Copyright NTT Ltd.|292021 Global Workplace Re
143、port8 Sundar Pichai,5 May 2021.A hybrid approach to work.9 Sarah OConnor,Financial Times.17 August 2021.Cutting pay for remote workers is a risky move.Determining the way forwardManaging a hybrid workforce,particularly one thats globally distributed,has significant implications for organizational po
144、licy.Theres no single approach that will match the expectations of every employee.In addition to complying with labor and health and safety regulations in different countries,theres the issue of remuneration to consider.Google,for example,has stated it will adjust compensation for employees who choo
145、se to transfer to a different office or opt for completely remote work.8On the other hand,organizations like Reddit and Zillow have decided not to take this approach and will tie pay to high-cost areas such as San Francisco and New York,regardless of where employees live.9 Pay differences based on g
146、eography,introduce the notion that some employees are paid differently for the same work and it means pay cuts for some workers whose jobs have not changed.This will become a contentious topic as future hybrid working strategies become more entrenched.Continued uncertainty surrounding the pandemic a
147、nd how to meet employee expectations makes it difficult to determine the best way forward.But understanding the reasons behind employees preferences their individual style of working,professional goals,personal circumstances and culture can help organizations develop guidance and policies that suit
148、a range of employee personas,and implement the right technology and support mechanisms to enable performance.Effective change management and regular communication between managers and employees will help alleviate anxiety about the organizations immediate and longer-term plans.Just 41.7%of CEOs and
149、49.2%of CHROs say rethinking the organizations strategy and better understanding how people work are key priorities.Who owns workplace strategy?The main barrier to achieving desired operating models is that different enterprise functions and employee groups want different things.They may have indivi
150、dual key performance indicators(KPIs)but arent working together towards a broader goal.20.7%of organizations say lack of board-level sponsorship and resistance to change is a barrier to achieving their desired operating model.16.8%say theres no clear owner of workplace strategy across the enterprise
151、.2021 Global Workplace Report Copyright NTT Ltd.|29Strategy|Modernizing strategies Copyright NTT Ltd.|302021 Global Workplace ReportBarriers to organizations achieving their desired operating modelFigure 16:Barriers to organizations achieving their desired operating modelWhat,if anything,is stopping
152、 you achieving your organizations desired operating model?n=1,146For some organizations,hybrid working may now be the accepted way of working and therefore considered business as usual.For others,its still a process of transformation.Regardless of where they are on this spectrum,the way work happens
153、 has been deconstructed,affecting all industries in all geographies.This years findings indicate some significant gaps between perceptions and performance in several areas of workplace strategies and outcomes.To address these shortfalls,the entire executive team should be responsible for driving wor
154、kplace strategies that enable business outcomes and ensure shareholder value.A connected workforce drives business outcomesThe digitization of operations will enable many future workplace strategies.Technology that augments employees capabilities enables organizations to offer greater flexibility an
155、d choice.Self-service,e-learning and knowledge management tools give employees more opportunity to manage their work effectively from any location,in the hours they choose.A secure-by-design approach must be entrenched in every aspect of digitization and workplace strategiesAs many of this years fin
156、dings show,theres a considerable disconnect between intent and execution in several areas of workplace strategy.A number of external factors(the ongoing pandemic,compliance factors,market uncertainty)play into this.Technology can help overcome many external barriers,but humans are still siloed in th
157、eir thinking.Its now up to executive teams to be more engaged in communicating the organizations vision for the future workplace and driving change.2021 Global Workplace Report Copyright NTT Ltd.|30Strategy|Modernizing strategiesSection 4Connecting employeesMany challenges remain as organizations sh
158、ift from digitizing for business continuity to enabling longer-term workplace strategies.The deployment of employee-enablement and productivity tools is relatively low,and limited in-house skills hinder the optimization of technology investments.Security for the hybrid workforce is a big concern.Pre
159、viousStrategy|ModernizingstrategiesNext Workspaces|Digital and physicalRead on Copyright NTT Ltd.|322021 Global Workplace ReportEnabling and securing optimized working through digitizationLast years Report noted the necessity of working from home during the pandemic was challenging for employers and
160、 employees alike.This years data shows many of these challenges remain as organizations shift from digitizing for business continuity to deploying technology that supports new,longer-term workplace strategies.Security for the hybrid workforce is a huge concern the vast majority of organizations agre
161、e theyve had to completely rethink their IT security to accommodate hybrid and remote working.While technology is seen as the primary enabler of workplace strategies,the deployment of tools for enabling employees and improving productivity is relatively low.And organizations that are moving ahead wi
162、th optimizing their cloud technologies are in the minority.Limited in-house skills are a barrier to maximizing technology investments in order to enhance EX,CX and overall performance.The employee perspective:the 30-30-30 splitWhen it comes to preferred work location,the data indicates a general 30-
163、30-30 split.Although there is some variation by age and role type,findings show that,when given the choice,approximately 30%of employees would prefer to work remotely,30%from company premises,and 30%want to alternate between the two.Figure 17:Employees preferred return-to-workplace model In what typ
164、e of location would you prefer to work if you had the choice?n=1,402What does hybrid look like?Prefered work location:employeesWork|Connecting employees Copyright NTT Ltd.|332021 Global Workplace ReportThe organization perspectiveNearly two in three organizations say they have returned(31.8%)or will
165、 return(33.0%)to their workplaces as they were before the pandemic.Organizations expected return-to-workplace modelFigure 18:Organizations expected return-to-workplace modelIn light of the COVID-19 pandemic,has your organization returned to office(s)and workplaces as normal,or are you adopting a mor
166、e distributed resource and workplace model?n=1,146This years findings show a clear gap between employee workstyle preferences and what organizations are driving.Despite employees wanting more flexibility,the majority of organizations are planning to return,or have returned,to their pre-pandemic oper
167、ating models.Its important to bear in mind,however,that a return to the workplace wont be exactly as it was before the pandemic.Existing workspaces are being repurposed because the kind of work employees want to achieve in an office has changed.This is now the space where they can fulfil some of the
168、 social aspects of work,engage with clients and collaborate with colleagues face-to-face,while still being able to connect with people who are not in the same location.The challenge for organizations is ensuring a consistent and seamless user experience for everyone,whether theyre participating remo
169、tely or in-person.Work|Connecting employees Copyright NTT Ltd.|342021 Global Workplace ReportRising reliance on technology to support workplace strategiesWork-from-home challenges persistOrganization viewEmployee view81.5%of organizations agree(43.2%strongly)that home-working has challenged organiza
170、tional performance.61.0%of employees say their employer struggles with having employees at home.81.2%agree(41.4%strongly)that home-working during the pandemic has been challenging for employees.58.3%say that working from home is challenging and/or problematic.Currently,just 54.6%of organizations say
171、 employees have access to all the technology necessary to enable and augment performance while working from home.The figure is higher for leaders(64.1%)and organizations that have defined and agreed their future workplace strategy(61.6%).Its significantly lower for non-leaders(27.3%)and organization
172、s that have not defined and agreed their future workplace strategyWhile thats an overall improvement from 45.0%last year,employee perceptions differ:just over a third of employees say theyre equipped with all the tools they need to work from home.Company premises not fully equipped yetFor those retu
173、rning to the workplace or planning to the situation is not much better.Only 56.1%of organizations say employees have access to all the technology they need when working from company premises;38.7%indicate employees are partly equipped.Technology is the top enabler of workplace strategiesTop five ena
174、blers of workplace strategies1Technology(connecting workplace,enabling collaboration and efficiency)2Quality of employee collaboration3Employee wellbeing(health,enabling choice and flexibility)4 Securely connecting hybrid and remote employees5Digitizing employee support/workflowsAs organizations rev
175、isit their policies in light of changing workstyles,technology will need to enable a range of employee profiles and work location preferences.The pandemic created a new urgency to improve business agility and support a distributed workforce,and this highlighted a significant dependence on technology
176、.Just 50.3%of organizations strongly agree that they were able to pivot their workplace strategy successfully in response to the pandemic.Up from 88.5%last year,95.3%of organizations agree they have become more reliant on technology since the start of the pandemic.And 72.0%of CEOs strongly agree the
177、 pandemic has demonstrated that technological progress will be instrumental to their organizations future success.Technology enablement has yet to catch up to changing workstyles.Organizations must be able to support employees who work remotely as well as those working from an office location.Our fi
178、ndings show technology enablement is falling short of both organizations and employee needs.Work|Connecting employees Copyright NTT Ltd.|352021 Global Workplace ReportTechnology adoption and utilization ensuring employees have the right technology as well as the know-how to use it to collaborate eff
179、ectively are the top areas of focus in enabling workplace strategies.To improve process efficiencies and employee capabilities in these areas,theres also a growing interest in digitizing employee support and workflows.Organizations are looking at back-office and process automation for standard IT an
180、d Human Resources(HR)requests,and using artificial intelligence(AI),self-service and e-learning to help employees get the most out of the technology they use.The 2021 Global Customer Experience Benchmarking Report,highlights how progressive enterprises are advancing their hyper-automation capabiliti
181、es by bringing all these technologies together to augment EX and CX capabilities and processes.Forward-looking organizations are encouraging employees outside of IT to become citizen developers,using approved company technology to develop integrated tools and line-of-business applications that impro
182、ve productivity and business processes.Connecting hybrid and remote employees securely enables organizations to provide greater choice and flexibility in support of employee wellbeing.Workplace analytics,wellness and nudge technologies take that a step further by monitoring trends in employee engage
183、ment and encouraging healthy work behaviors,such as taking regular breaks.Tools and technologies part of current workplace strategyFigure 19:Tools and technologies part of current workplace strategyWhich,if any,of the following tools and technologies are part of your current workplace strategy?Base:
184、IT&CDO n=350Cloud and cybersecurity are the top technology tools underpinning workplace strategyHighly automated organizations are almost twice as likely to leverage AI,more than four times as likely to use robotic process automation(RPA)to automate manual tasks,and 50%more likely to have implemente
185、d predictive or sentiment analytics.NTT Ltd.2021 Global Customer Experience Benchmarking ReportWork|Connecting employees Copyright NTT Ltd.|362021 Global Workplace ReportLast years Intelligent Workplace Report showed that the use of cloud collaboration tools increased significantly during the pandem
186、ic.We see that trend continuing this year with many organizations opting for a cloud-first approach.The move to hybrid working and a distributed workforce has also compelled organizations to reassess their security posture because hybrid and remote workers are generally more vulnerable to security t
187、hreats such as phishing,website hijacking and social web attacks.A larger hybrid workforce means a bigger potential attack surface and greater security risks.As a result,organizations need to move away from traditional,perimeter-based security models to a Zero Trust model and deploy new networking s
188、olutions at campus and branch locations.Whats underpinning your cloud and security solutions?To support hybrid working in a cloud-connected architecture,plan from the foundation upwards.Ensure you have the right models and capabilities in place from the start,before any transformation begins.This wa
189、y,youll be in a strong position to optimize and secure all your cloud workloads.NetworkingThe entire network fabric needs to be optimized and secure,from the digital backbone through to secure edge-to-cloud services.SecurityConsider physical and IT security policies for people as well as technology.
190、Zero Trust security models take security to a deeper level,incorporating networks,devices,applications and data.Subscribe to the Monthly Threat Report from NTTs Global Threat Intelligence Center.OperationsCloud environments often introduce operational complexity.Standardization and automation can si
191、mplify IT operations and remove some of the pressure from internal teams.Operations teams will require a real-time view of security threats.A larger hybrid workforce means a bigger potential attack surface and greater security risks.2021 Global Workplace Report Copyright NTT Ltd.|36Work|Connecting e
192、mployees Copyright NTT Ltd.|372021 Global Workplace ReportBroader support needed for remote/hybrid workersAlmost two in three(65.8%)organizations say business-grade internet connections are an additional measure required to support remote/hybrid workers,indicating a strong focus on business continui
193、ty and redundant backup,particularly for key workers.These challenges are not limited to hybrid and remote workers,however.Organizations now need to accelerate the adoption of Zero Trust security models and adopt a holistic approach that incorporates devices,users,applications and data to ensure ing
194、rained security and data protection.Additional measures required to support remote and hybrid workers65.8%of organizations need business-grade internet connections(4G/5G/broadband/SD-WAN)59.1%need to deploy mobile devices (laptops,tablets,etc.)54.1%need to conduct working environment assessments51.3
195、%need to implement special cybersecurity toolsOnly 43.2%of employees are confident that company information is safe when theyre working from home.Just over half(53.2%)of organizations strongly agree that cybersecurity controls are effective in protecting and enabling their employees wherever they wo
196、rk,while 51.3%agree special cybersecurity tools are required for remote workers.Security is a growing concern,with 79.3%of organizations saying they find it more difficult to spot IT security or business risks brought about by employees when they are working remotely,and 54.7%saying theyve had to co
197、mpletely rethink their IT security to accommodate new(hybrid)ways of working.Work|Connecting employees Copyright NTT Ltd.|382021 Global Workplace ReportLow deployment of technology enablersTechnology to enable employees and improve productivityEmployee self-service,quality management and e-learning
198、are the top three technologies deployed to enable employees and improve productivity.Yet,considering that technology and the digitization of employee support are ranked among the top five enablers of workplace strategies,deployment rates are relatively low.Tools and technologies part of current work
199、place strategyFigure 20:Deployment of technologies to enable employees and improve productivityWhich,if any,technologies have you deployed to enable employees and improve productivity?n=1,146Just 47.2%of organizations strongly agree that knowledge management systems are being used to assist employee
200、s with gathering,organizing,sharing and analyzing knowledge across the enterprise.Whats particularly surprising,in view of recent trends,is the low global benchmark for workplace analytics(37.5%),workflow management software(36.3%)and AI and machine learning(ML)support(32.2%).Leading organizations a
201、re much further ahead in their uptake of these technologies than non-leaders.Leading organizations are:54.7%more likely to deploy workplace analytics than followers(non-leaders);almost 2 times more likely to deploy workflow management software and almost 1.5 times more likely to deploy AI and ML sup
202、port.Figure 21:Deployment of technologies to enable employees and improve productivity:comparison of leader and non-leader resultsWorkplace analyticsWorkflow management softwareAI and ML supportGlobal benchmark37.5%37.0%32.2%Leaders 39.9%41.7%37.6%Non-leaders 25.8%28.8%15.2%Work|Connecting employees
203、 Copyright NTT Ltd.|392021 Global Workplace ReportTechnology to augment EX87.5%of organizations agree(42.0%strongly agree)theyre leveraging AI and digital assistants to lessen work pressures on employees.Two in five organizations(42.4%)will provide remote workers with an allowance to self-equip thei
204、r home-office.Others will directly equip remote or hybrid employees with a range of equipment.3Organizations with a fully defined strategy to modernize and digitally optimize the workplace are twice as likely to be leveraging AI and digital assistants to augment EX(48.3%)than those still in the earl
205、y planning stage(34.1%).51.6%of EX-focused enterprises strongly agree that they are leveraging AI to lessen work pressures,compared with just 19.7%of organizations where EX is not optimized.Are organizations doing enough for employees?Beyond the technical tools required,organizations are also lookin
206、g more broadly at how to support employees working from home.Although health and safety requirements and regulations vary in different countries,there are best practices organizations can follow when developing,communicating and implementing policies for remote-and home-workers.For example,Acas,the
207、Advisory,Conciliation and Arbitration Services in the UK,recommends that home-working policies should include how people will be set up to work from home,how the employer will carry out risk assessments of the employees work and workplace,and who will provide and pay for equipment.10This years data
208、shows that leaders are 32.7%more likely(and disrupters 32.9%more likely)to use working environment assessments to inform HR policies and ensure employees are equipped to work safely from remote locations.Generally,however,allocations for equipping home offices are inadequate,leaving employees to fil
209、l the gaps with their own,and not necessarily approved,solutions.This may introduce cybersecurity as well as health and safety risks.10 Acas,24 August 2021.Working from home.Work|Connecting employees Copyright NTT Ltd.|402021 Global Workplace ReportHow organizations are equipping home-office spacesF
210、igure 22:How,if at all,are you looking to equip home-office space to meet the needs of remote/hybrid workers?All expecting to have remote/hybrid workers n=945/9712021 Global Workplace Report Copyright NTT Ltd.|40Work|Connecting employees Copyright NTT Ltd.|412021 Global Workplace ReportTop four fact
211、ors addressed in business continuity plansFigure 23:Top four factors addressed in business continuity plansWhich,if any,of these form part of your business continuity plan?n=1,146Figure 24:Factors influencing technology decisions(2021/2020 comparison)Which three factors most influence your decision-
212、making when considering new workplace optimization solutions?n=1,146?Support beyond the serviceThe ability to provide a full range of services,followed by integration capabilities and cost reductions,have the greatest influence when making decisions about new workplace optimization solutions.Top fiv
213、e factors influencing technology decisions20212020Ability to provide full range of required services11Integration capability2 3Cost reductions3 2Post-implementation support skills and expertise4 7Solution scalability5 4Business continuity requires ongoing planningAs more applications move to the clo
214、ud,its critical to look at modernizing the network to connect devices securely,and have backup and redundancy in place for key workers.Amid the ongoing pandemic,under half the organizations surveyed have updated their business continuity plan(BCP)to deal with a future pandemic or health risk.Most pl
215、ans focus on electronic threats,transitioning employees to remote working,and the resiliency and backup of IT networks.Yet,as discussed above,just 54.6%of organizations agree their employees have the technology required to work from home or remotely.Its clear that more planning is needed to ensure b
216、usiness continuity,regardless of workplace model.Work|Connecting employees Copyright NTT Ltd.|422021 Global Workplace ReportA focus on solution scalability and features has dropped slightly,indicating organizations have more confidence in workplace solutions that have been tested in the last 12 to 1
217、8 months.Theyre now looking at how to leverage their cloud platforms and the access to data and analytics these provide to increase their return on investment(ROI).This means that integration and post-implementation support skills and expertise have risen in importance.The challenge is that organiza
218、tions dont always realize the level of support required after deployment.Cloud solutions are easier to consume but still require ongoing management,with responsibilities shared between IT staff,cloud vendors and intermediaries/system integrators,which is where additional complexity is introduced.The
219、se solutions are not an island anymore but a constantly innovating ecosystem,which means changes to one will impact others.Security,governance and authentication behind the scenes make this a more complicated exercise than controlling policy changes on-site.Most organizations dont anticipate the amo
220、unt of effort it takes to set up,manage and change policies across these platforms nor do they have the skills to do this.To better manage risks and costs,theyre looking to managed services providers to deliver that post-implementation support.NTTs 2021 Global Managed Services Report notes that impr
221、oved systems integration skills and access to the best industry expertise are two of the top motivators for working with a service provider.Enhancing technology enablementThis years findings show leading organizations are closing the gaps between digitization strategies and deployment,setting the be
222、nchmark in these key areas:Infrastructure and security:Networks and connectivity services are resilient and secure.Quality of service(QoS)is at a level that enables business outcomes for different employee profiles.Adoption and utilization:Employees can access the technology they need from any locat
223、ion,and are able to use it effectively.Self-service and e-learning tools help them get the most out of the technology available to enhance their productivity and efficiency.Equipment:Employees have the right equipment to work effectively and safely from any location.Optimization:The organization is
224、able to derive more value from existing tools and improve its ROI through integrated solution stacks.Post-implementation support is in place,ensuring organizations continue to realize the benefits of cloud platforms.Employee augmentation:Hyperautomation is deployed to improve workflows and ease the
225、pressure on employees.For technology enablement to be effective,organizations need to consider the technology itself,the network and the infrastructure that support it,and the profiles of the employees who are using it.2021 Global Workplace Report Copyright NTT Ltd.|42Work|Connecting employeesSectio
226、n 5Connecting digital and physical workspacesThe entrenchment of hybrid operating models has redefined our view of the workplace.No longer a fixed location,modern workplaces can be anywhere.Leading organizations have been successful in equipping employees with what they need to work productively in
227、different environments at home,in corporate offices or in coworking spaces.PreviousWork|ConnectingemployeesNext ESG|SmartsustainabilityRead on Copyright NTT Ltd.|442021 Global Workplace ReportEnabling the anywhere workspaceHybrid operating models require organizations to enable a more diverse workfo
228、rce(frontline,office and remote workers)to connect,collaborate and be productive across different environments.But this years findings indicate most organizations will need to improve their capabilities in these areas to improve EX.49.1%of C-suite executives feel strongly that the workplace is no lo
229、nger a physical building but rather a variety of environments where groups of employees collaborate.Only 42.8%of organizations say theyre very effective at enabling brainstorming and collaboration.Just 43.1%say theyre very effective at enabling social connections for remote and hybrid workers,which
230、impacts on wellbeing,employee engagement and EX.Preparing for the post-pandemic return-to-workOn returning to company premises(post-pandemic),nearly three-quarters(74.8%)of organizations expect their hybrid workers to work from the office for at least half the week,while just over one in five(21.2%)
231、say hybrid workers can spend most of the week working remotely.Expected level of remote working for hybrid workers post-pandemicFigure 25:Expected level of remote working for hybrid employees post-pandemic Upon the safe return to work post-pandemic,on average,how many days a week do you believe your
232、 hybrid workers will spend away from the office(I.e.,working remotely)?n=1,146Workspaces|Digital and physical Copyright NTT Ltd.|452021 Global Workplace ReportAlthough the majority of organizations expect hybrid workers to spend most their working week in the office,the data shows that only 55.1%of
233、are strongly satisfied that their organizations office spaces are suitable for hybrid working(disruptors:73.8%).CEOs are far more likely to hold this view than operational leaders(78.0%versus just 47.2%).Redesigning company workspacesSubstantial changes to company workspaces are likely to be made ov
234、er the next 12 months.Top five priorities for reshaping physical office spaces1Videoconferencing and video collaboration spaces2Teamwork spaces3Planned meeting spaces4Large meeting/event areas5Reducing individual desk spaces/officesThe shift from individual to shared spaces indicates organizations n
235、ow have a clearer view of how people want to work at,and use,company premises.94.8%of organizations(up from 88.9%last year)and 83.8%of employees agree that face-to-face meeting time is essential to building a sense of teamwork and/or when meeting clients.Being in the same physical environment as col
236、leagues provides an opportunity to build professional networks and benefit from on-the-spot coaching and mentoring.For some employees,the work-from-home setup just isnt conducive to productivity.And,after months of isolation and anxiety,people miss the social aspect of work which can difficult to re
237、create in digital spaces.Understanding the dynamics behind where,when and how people want to work will help organizations create workspaces that give employees the flexibility to work from anywhere and ensure an equal user experience for all workstyles frontline,hybrid and remote.Company workspaces
238、are being redesigned to accommodate face-to-face as well as virtual collaboration.Workspaces|Digital and physical Copyright NTT Ltd.|462021 Global Workplace ReportCampus networking refresh:can your network deliver?As your plan your future campuses,youll need to maintain a modern network infrastructu
239、re that supports changes in physical workspaces.Here are three key questions to ask about your network:1.Does the end-to-end network act cohesively to provide connections between systems,people,processes,locations and devices that are increasingly distributed?2.Is IT-OT(Operational Technology)networ
240、k convergence a key driver?And if so,are the correct security controls in place to manage the increased risk of security threats that arises when the traditional enterprise networks,building management networks and other networks converge?3.Do you need to make changes to your network architecture to
241、 support modern trends and technology such as Network Insights,Wi-Fi 6,Private 5G,location services and UPoE+(Universal Power over Ethernet)?Regional offices and multiyear leasing are the preferred approachPhysical corporate workspaces still have strategic importance,allowing employees and clients t
242、o connect with the organizations brand and feel part of a social community.However,they dont have to be limited to corporate headquarters in major cities.44.0%of organizations strongly agree that they plan to have a higher percentage of regional offices closer to where employees live,as opposed to o
243、ne large national office.Currently,almost three-quarters of organizations(71.5%)own their own buildings.In the next three years,just two in five(39.2%)plan to own their physical work locations.Short-term rentals and multi year leases are set to increase slightly over that same period,as are shared(s
244、mall)spaces with other organizations.Offices/workplaces used now vs.those planned over the next three yearsFigure 26:Offices/workplaces used now and planned over the next three yearsWhich of the following types of office/workplaces does your organization use now?Which does your organization intend t
245、o use in three years time?n=1,146Workspaces|Digital and physical Copyright NTT Ltd.|472021 Global Workplace ReportThese findings show changing trends in purchasing patterns as organizations navigate towards more flexible,hybrid working models.The British banking and financial services company,Standa
246、rd Chartered,for example,has signed a global deal with International Workplace Group(IWG)that will give its employees access to 3,500 IWG offices around the world.The intent is to provide suitable alternatives to working from home and from the office,allowing employees to be closer to clients and co
247、lleagues while at the same time reducing commute times,travel costs and their carbon footprint.11We may also see organizations that own their own buildings renting out premises to others in a shared-workspace arrangement.Top six considerations for office locations1Employee safety2Transportation/ease
248、 of travel3Building costs4Wellbeing and social connections5Labor costs6Work/life balance(including proximity to home)11 IWG,22 February 2021.Standard Chartered partners with IWG for a more flexible future.2021 Global Workplace ReportHybrid working is not one-size-fits-allHybrid work models give empl
249、oyees greater flexibility in managing work-life balance and provide organizations with more options for attracting and retaining talent from a broad and diverse talent pool,both regionally and globally.But,as our findings show,theres no one-size-fits-all approach to hybrid working.Employee expectati
250、ons,preferences and workstyles must be considered alongside the organizations culture and business strategy,health and safety issues,and risk management.Organizations will also need to address gaps in EX and employee enablement to connect and support employees in every location at home,in shared wor
251、kspaces and at the office.Copyright NTT Ltd.|47Workspaces|Digital and physicalSection 6Smart sustainability and corporate social responsibilityThis years findings show organizations have increased their commitment to a range of sustainability initiatives over the last 12 months,and more have signed
252、up to comply with international sustainability and workplace standards.But how easy will it be to meet those standards when much of the workforce no longer works from corporate premises,where energy use,safety measures and health protocols are more easily regulated?The answer lies in creative soluti
253、ons and opportunities to engage employees both individually and collectively to drive positive change.PreviousWorkspaces|Digital andphysicalNext Regional insightsRead on Copyright NTT Ltd.|492021 Global Workplace ReportCorporate values drive business valueThis years data shows sustainability is one
254、of the top five factors driving workplace strategies.89.1%of organizations agree that ESG objectives are at the heart of the organizations agenda.30.9%say sustainability is part of their sales proposition to customers;another 29.8%say its part of their procurement requirements for vendors(29.8%).65.
255、2%of CEOs strongly agree that having a sustainable workplace helps attract and retain talent;50.0 of operational leaders and 49.2%of CHROs say the same.Results by vertical range from a low of 43.2%in insurance to a high of 63.2%in media/communications and telecoms.Up by 37.2%from last year,37.6%of o
256、rganizations say they are defining a brand purpose that includes sustainability (2020:27.4%).Sustainability the business imperative2021 Global Workplace ReportThe Siemens sustainability approachFor global technology conglomerate Siemens,sustainability is a clear business imperative.Their DEGREE fram
257、ework articulates the companys ESG approach for all stakeholders.Businesses have to drive change at both the enterprise level and with individual employees,especially now,when people are more distributed than ever.,says Rainer Karcher,Global IT Director,IT Sustainability at Siemens.What we have seen
258、 from many of our sustainability initiatives is that,with the right engagement,they can have a far-reaching impact.Environmental projects at our plant in Naroda,India,for example,have had a positive impact on both the physical landscape and the mindsets and behaviors of people in the surrounding com
259、munities.Siemens is now engaging with employees about their digital ecological footprints to establish sustainable,day-to-day IT usage.This involves unplugging devices,for example,or switching off lights,heating and cooling equipment when theyre not needed.They are also working on a sustainability c
260、alculator that gives a view of an employees carbon footprint based on the IT services and equipment they consume.This data can be aggregated at a divisional and company level.In addition,Siemens is piloting a new model for its company fleet that will give employees greater access to cars with eco-fr
261、iendly drive systems.This model gives individual employees an additional incentive to use electric vehicles,and its another way to show that we are serious about our sustainability ambitions,Karcher says.Because to effect positive change,organizations need to be bold and ambitious and stand by what
262、they say.Copyright NTT Ltd.|49ESG|Smart sustainability Copyright NTT Ltd.|502021 Global Workplace ReportWhat the workforce thinks about sustainability39.5%of employees say they will select an employer based on the companys purpose and values.Up from 86.5%last year,90.6%of organizations say workplace
263、 design is a key pillar in the sustainability agenda.Only 31.3%say their current workspaces are representative of brand values on sustainability.Employee attitudes to sustainable workplaces vary by age and region.Those under 50 are more likely to agree strongly that a sustainable workplace helps att
264、ract and retain talent(55.0%)than those over 50(40.3%).This view is also much more prevalent among employees in the Middle East and Africa;less so in the Americas and Europe.Middle East and Africa70.0%Australia and New Zealand 56.5%Asia Pacific56.2%Americas53.0%Europe42.5%Figure 27:Employee percepti
265、ons of sustainable workplaces as a means to attract and retain talentIncreased focus across sustainability areasOrganizations seem to be moving to close this gap,however.Theyre backing their convictions with actions that produce tangible outcomes.This years data shows theres been an increased focus
266、on a range of sustainability initiatives over the last year,from strategy and stakeholder engagement to policies and reporting.With the 2030 Agenda for Sustainable Development just a few years away,energy efficiency and reducing the organizations carbon footprint feature highly for most companies.A
267、focus on improving energy efficiency has risen by 19.0%in the last year.Theres also been a 22.7%uplift in the adoption of digital tools and events to reduce travel and the organizations carbon footprint.Up by 57.3%from 2020,31.3%of organizations are now paying more attention to their choice of build
268、ing materials.Organizations are backing their commitments to sustainability with actions that produce tangible outcomes.ESG|Smart sustainability Copyright NTT Ltd.|512021 Global Workplace ReportAreas of sustainability focus for organizationsFigure 28:Areas of sustainability focus for organizationsWh
269、ich,if any,of the following form part of your organizations focus on sustainability?Compliance with global and industry standards has also increasedThese provide a useful framework for developing sustainability strategies,and certifications against international standards help establish credibility
270、in the market.53.3%of organizations say they adhere to the Workplace Wellbeing Charter.46.5%adhere to the United Nations Sustainable Development Goals(UN SDGs).41.0%have signed up to the WELL certification.Global standards are a useful framework for sustainability strategies and help establish credi
271、bility.ESG|Smart sustainability Copyright NTT Ltd.|522021 Global Workplace ReportAdherence to sustainability and workplace standardsFigure 29:Organizations adhering to sustainability and workplace standardsWhich,if any,of the following standards for workplace wellbeing does your organization adhere
272、to?n=1,146Generally,theres less of a focus on building-related compliance and more attention being paid to wellbeing and sustainability standards.Under half the organizations surveyed(46.6%)say they comply with the United Nations SDGs,although most are likely to comply with only a select few.From an
273、 industry perspective,the findings show that manufacturing organizations are more likely to comply with the SDGs,whereas those in the health and travel industries lag.Regionally,the Middle East and Africa are the most advanced in aligning business strategies with the SDGs,Europe,the least.Alignment
274、with SDGs is almost twice as high among industry leaders and disruptors than those at the opposite end of the scale.The data reveals something of a breakdown between intent and execution of SDG objectives,however.CEOs are far more confident about compliance and progress 61.4%strongly agree their bus
275、iness and workplace strategy aligns with the SDGs,yet just 37.7%of operational leaders would agree.Corporate value statements must be backed up with data-based evidenceEnterprise leaders accountable for ESG outcomes need to collaborate in defining which metrics will be used to gauge their progress a
276、nd then involve IT and operations teams to collect,integrate and analyze data from different platforms and monitoring systems.This will help to establish a baseline of current performance and identify where improvements need to be made.Organizations with advanced capabilities in this area will be ab
277、le to access real-time,or near-real-time,data to enable ongoing progress.ESG|Smart sustainability Copyright NTT Ltd.|532021 Global Workplace ReportTechnology a key enabler of sustainabilityTechnology is deemed to improve the health and wellbeing of employees and individuals outside the organization,
278、and reduce environmental impact.53.2%of CHROs agree that improved health and wellbeing is the top benefit of technology for the ESG agenda.43.4%of organizations say technology helps to reduce energy usage.Benefits of technology to the ESG agendaFigure 30:Benefits of technology to the ESG agendaHow,i
279、f at all,does technology benefit your ESG agenda?n=1,146Technology enables a range of ESG goals,from improving wellbeing and quality of life to reducing environmental impact.ESG|Smart sustainability Copyright NTT Ltd.|542021 Global Workplace ReportManaging a larger footprintAs organizations work tow
280、ards Net Zero targets,theyll need to broaden the scope of their sustainability efforts to include corporate workspaces as well as the home/remote-offices of every employee.On the surface,hybrid and remote working may seem beneficial to the environment:less travel means fewer carbon emissions.But the
281、res a lot more to this equation,and new operating models make some of the variables more difficult to manage.Virtual collaboration tools need hardware,connectivity and other underlying infrastructure.These all consume power across multiple locations.And while corporate workspaces may use renewable e
282、nergy and systems that automatically regulate the environment to ensure resource efficiency,can the same be said for employees home-working environments?Adding further complexity is the question of how to obtain data from a distributed workforce in order to measure carbon emissions and overall perfo
283、rmance against various sustainability benchmarks.A combined effort is needed to overcome these challenges.Its therefore encouraging to see that 44.1%of organizations say theyre focusing on employee education and buy-in(up 17.3%from last year).Start somewhere.Start today.Hybrid operating models will
284、require new and innovative approaches to sustainability.But theres a lot you can do with what you already have.Here are three suggestions for using technology to support your sustainability goals:1.Assess and addressConverging your network fabric to securely connect the cloud to the edge allows you
285、to link disparate building systems and solutions.Cloud-based smart building solutions provide a holistic view of how corporate workspaces are being used,and how efficient they are.Use this insight to identify how you can reduce the demand for,and consumption of,natural resources in company facilitie
286、s.2.Measure and improveIoT solutions make it easy to measure and improve your use of natural resources.First,look at what resources youre using to determine how much is needed and how much is wasted.Then,determine the efficiency of your conversions(that is,taking energy and converting it into someth
287、ing else,like hot water or air conditioning).3.Predict and preventFault detection and diagnostics(FDD)tools monitor certain facilities systems and identify any faults or errors.They can pinpoint the exact location and even the specific piece of equipment that is malfunctioning or behaving inefficien
288、tly.In addition,they can offer a list of possible causes(ranked by probability)to reduce maintenance repair times,and automate the dispatch of resolver teams.This helps to reduce energy costs,cut consumption and significantly streamline facility maintenance.Sustainability is key to the connected wor
289、kplaceIts taking a more prominent position in how organizations build their brand,attract and retain talent,and differentiate and reduce operational costs.Although hybrid operating models have introduced new challenges to implementing and measuring sustainability initiatives,this years findings indi
290、cate many organizations are stepping up to drive positive change in their areas of influence.They now need to look at sustainability holistically,across all work locations and employee workstyles,to gain an accurate assessment of their current situation and where to focus future efforts.2021 Global
291、Workplace Report Copyright NTT Ltd.|54ESG|Smart sustainabilitySection 7Regional insightsPreviousESG|Smart sustainabilityNext Next Steps|Intelligence to executionRead on Copyright NTT Ltd.|562021 Global Workplace ReportAmericasAsia Pacific(APAC)Organizations in the Americas have invested in developin
292、g effective workplaces and driving EX.Compared with other regions,theyre more satisfied with their current EX capability and more confident their corporate premises can support hybrid working.More than half(53.8%)the organizations in the region have significantly increased their investment in develo
293、ping effective workplaces and driving the employee experience(EX),well ahead of the rest-of-world benchmark of 36.5%.Satisfaction levels for EX capabilities are higher in the Americas 50.2%of organizations are very satisfied with their current EX capability,versus an average of just 34.4%elsewhere.A
294、pproaching two-thirds(61.8%)strongly agree their office space is now suitable to support hybrid working,the highest of any region.Over half(51.4%)the organizations in the region strongly agree that employee learning and development is generally unaffected by remote/hybrid working,a result thats 37.4
295、%ahead of the rest of the world.And almost half(49.0%)are leveraging AI and digital assistants to lessen work pressures on employees,making the Americas the leading region in this area(the benchmark outside the region is just 40.0%).APAC lags other regions in defining strategies to optimize the work
296、place,and in managing employee working hours and burnout.Organizations in the region are more likely to use employee surveys to gauge EX.Just 16.5%of organizations in APAC say theyve fully defined their strategy to modernize and digitally optimize the workplace(by contrast,the Americas is almost dou
297、ble that,at 30.7%).Only one-third(33.7%)say theyre very effective at preventing burnout for remote and hybrid workers and just 44.7%say theyre very effective at managing working hours(and applying maximum hours)the weakest results across the regions.APAC is the region most likely to use employee sur
298、veys focused on employee engagement,morale,wellbeing and motivation levels to measure and optimize EX(11.5%ahead of all other regions).Organizations in APAC are also more likely to invest in business-grade internet connections(4G/5G broadband,SD-WAN)to better support their remote and hybrid workers(
299、69.9%of companies in APAC are investing,some 10%higher than the average elsewhere).Regional insightsRegional insights2021 Global Workplace Report Copyright NTT Ltd.|56 Copyright NTT Ltd.|572021 Global Workplace ReportIn contrast to the rest of the world,under half the organizations in Europe say the
300、 pandemic has had a transformational impact across the enterprise.The region lags others in defining a future workplace strategy but leads in a commitment to become carbon-neutral or carbon-negative.A majority of organizations(and 62.5%in the Americas)say the impact of the pandemic has been transfor
301、mational across the organization but just 48.6%in Europe agree.Less than half(45.4%)the organizations in Europe say theyve now defined and agreed a future workplace strategy to modernize and digitally optimize the workplace,a result some 26.2%behind other regions.And only 38.1%say innovative design
302、and experiences are very important to the workplace strategy,meaning the region lags the rest-of-world benchmark of 56.4%.The value and business contribution of EX are not rated as highly as in other regions:just over a third(37.8%)of organizations in Europe see EX as a crucial strategic differentia
303、tor(contrasting with 51.4%in the Americas,for example).The region has a higher emphasis on becoming carbon-neutral or carbon-negative as part of the organizations focus on sustainability one-third(35.2%)say its a key initiative.EuropeMiddle East and Africa(MEA)The vast majority of organizations in M
304、EA say the pandemic highlighted the need for technological progress.Theres a strong focus on business continuity and employee wellbeing in the region.79.3%of organizations in MEA agree strongly that the pandemic has highlighted technological progress will be instrumental to future success 24.5%highe
305、r than the average outside the region(63.7%).73.3%say organizational resilience and business continuity are very important to their workplace strategy,well ahead of the benchmark outside the region of only 54.5%MEA leads the way when it comes to importance of employee wellbeing to the organizations
306、workplace strategy.Almost three-quarters(73.3%)of organizations in the region believe its very important,compared to an average of 61.6%in the rest of the world.And over two-thirds(66.7%)focus on managing workplace analytics with a view to optimizing employee wellbeing,against a rest-of-world benchm
307、ark of 52.1%.70.0%of organizations in MEA strongly agree that having a sustainable workplace helps attract and retain talent,versus an average of just 51.1%in the rest of the world.Regional insightsSection 8From intelligence to execution next stepsThe nature of work has changed forever.Organizations
308、 need to support the 30-30-30 workforce,offering employees the flexibility to choose where,when and how they work.Workspaces are now both digital and physical environments where people can connect and collaborate.Todays reality means meeting employees where they are by enabling a flexible workplace
309、that makes them feel safe,yet productive.This means organizations must transform the way they operate and collaborate across spaces,people,and ideas.PreviousRegional insightsNext About the ReportRead on Copyright NTT Ltd.|592021 Global Workplace Report Copyright NTT Ltd.|59The great attraction or at
310、trition?Although hybrid and remote working have had a positive impact on many areas of work,the last year has seen a rise in challenges relating to employee wellbeing,EX and technology enablement.The data shows that employee satisfaction with EX is lower than most organizations realize.Stakeholders
311、within the organization executives,HR,IT and operations staff often have different perceptions of what should be prioritized.Linking data across the three Ws(work,workforce and workspaces)will provide insight into the moments that matter to individuals and how to shape these into connected experienc
312、es that build human engagement and enable business outcomes.In this new and still-evolving environment,its imperative that organizations rethink their workplace strategies to attract and retain talent,and ensure long-term success.As this years findings indicate,theres no one-size-fits-all approach t
313、o hybrid working.Prescriptive company policies that curb flexibility and choice(for example,by stipulating that hybrid workers must work from company premises for a certain number of hours or days in a given period)are likely to cause conflict and pushback.A more effective approach is for HR to prov
314、ide guidance for implementing hybrid working models across geographies and areas of the business,in line with local cultures and workstyles.Technology enablement for connected experiences Technology will be a critical enabler of workplace strategies and the ability to create and connect experiences
315、across physical and digital locations.Weve seen that organizations which have digitized their workplaces effectively have been able to improve teamwork,agility and social interaction.Those that are closing the gaps between digitization strategies and deployment are far more effective in these five k
316、ey areas of technology enablement:Supporting employees adoption and utilization of technology Providing the necessary equipment for employees to work effectively and safely Ensuring infrastructure is resilient and secure Optimizing existing technology through integrated solution stacks and effective
317、 post-implementation Augmenting employees capabilities through hyperautomationSecurity is transitioning to being identity-based,with the strategy of Zero Trust.Organizations need to invest in security technologies for hybrid workers that incorporate security at the application layer and infrastructu
318、re level through flexible and scalable security solutions(such as SASE).NTT accelerates workplace transformation by architecting new ways of working that are hybrid,flexible and secure delivering a consistent and frictionless user experience while focusing on security,scalability and cost.Leveraging
319、 our industry-leading digital backbone,secure multi-cloud platform and broad portfolio of cloud to edge services,we can help you deliver a safe and hybrid workplace:Our solutions can help you to:Expand your hyper-distributed network for the hybrid workplace Enhance employee experience with collabora
320、tion and communications Support hybrid workstyles Optimize your applications for hybrid multi-cloud world Secure new ways of working from anywhere Meet your sustainability agenda ContributorsAlex Bennett,Senior Vice President GTM Solutions,NTT Ltd.Andrew McNair,Director,Research and Benchmarking,NTT
321、 Ltd.Phillip Priestley,Vice President,Technology and Architecture,NTT Ltd.Matthew Robinson,Senior Vice President,Sustainability,NTT Ltd.Rainer Karcher,Global Director,IT Sustainability,Siemens2021 Global Workplace ReportNext steps|Intelligence to executionWe use our globally available integrated man
322、aged services portfolio to help you create,build,manage,and innovate at every stage of your workplace transformation journey.Engage with us to accelerate your Hybrid Workplace ambitions.Section 9About the ReportThe 2021 Global Workplace Report is designed to provide a single point of reference on ke
323、y aspects affecting global workplaces and hybrid work models.Findings are based on research conducted with decision-makers and influencers in organizations,and VoE feedback.Our subject matter experts provide in-depth analysis,commentary and recommendations to help organizations accelerate workplace
324、transformation.PreviousNext Steps|Intelligence to executionRead on Copyright NTT Ltd.|612021 Global Workplace ReportAsia PacificChina=40Hong Kong=40India=75Japan=60 Philippines=30Singapore=40Thailand=40Vietnam=20Australia and New ZealandAustralia=70New Zealand=15EuropeBelgium=50France=50Germany=50It
325、aly=50Netherlands=25UK&I=100Middle East and AfricaSaudi Arabia=60South Africa=50Kenya=10UAE=30North AmericaUSA=150Canada=50South AmericaBrazil=51About the NTT 2021 Global Workplace Report RoleCEO:132 interviewsIT:254 interviewsOperations:159 interviewsFacilities:124 interviewsDigital:96 interviewsHR
326、:373 interviewsAbout the Report Copyright NTT Ltd.|622021 Global Workplace ReportInsights driven by data 2021 Global Customer Experience Benchmarking Report Copyright NTT Ltd.|62 Copyright NTT Ltd.|6214 sectors,including:Financial services,manufacturing,health,retail and technologyRespondent roles:4
327、3.7%=C-suite29.7%=Director/Head of26.6%=Senior Manager/SpecialistOrganization size:26.5%=1,0002,50023.3%=2,5015,00026.2%=5,00110,00013.9%=10,00150,00010.1%=50,001+The Voice of the Employee research sample was drawn from a random sample of 1,402 full-and part-time employees from seven countries and a
328、cross all core verticals.About the Report Copyright NTT Ltd.|632021 Global Workplace ReportInsights driven by data Research approach Designed to provide a single point of reference on key aspects affecting global workplaces and hybrid work models,the 2021 Global Workplace Report was formed around tw
329、o key research components:the main questionnaire and research,and VoE feedback.The main questionnaire and research were pitched to organizations and framed around:Business and workplace strategy Benefits,drivers and barriers Evolving workplace environments Physical buildings Technology enablers Meas
330、uring success Workplace sustainability Using a four-point scale indicating their strength of agreement with certain enterprise categories,participants were invited to rate their organization as a:Market disruptor Experiencing significant growth High-performing market leader Employer of choice Brand-
331、value orientatedThe top-end results were then used to correlate performance against less mature organizations and the global benchmarks.The VoE questionnaire was designed to obtain an employee perspective that allows for direct comparison with organizational perceptions.About the questionnaires and
332、commentaryQuestionnaires are reviewed annually and refreshed in line with evolving trends and interest areas.Performance trends and key observations are combined with correlations across related data points to provide further insight into strategic workplace trajectories.We offer context on the resu
333、lts as well as subject-matter insights and recommendations on best practices from people who work in the industry.These experts have a first-hand view of how the industry is changing,where its headed and what this means for organizations.12Research methodology The Global Workplace Report is based on research data and a random sample of participants.All participants were decision-makers/influencers