Workplace Design


Workplace design is no longer purely about layout or aesthetics; it’s now expected to support culture, productivity, wellbeing, and collaboration simultaneously. Yet for many organisations, a persistent gap remains between what workplaces are designed to achieve and how they actually perform day-to-day.


FMs sit at the centre of this challenge. Their remit spans operational budgets, capital improvements, space planning, and the day-to-day performance of the workplace, whilst also influencing how a space is maintained and how effectively it supports those within it.


The problem arising is not abstract. Data shows just 35% satisfaction with noise levels and 41% with temperature. At the same time, 83% of employees remain largely sedentary, leaving much of the office underutilised during the working day. While 84% of CRE leaders say employee experience is the primary driver of their real estate strategy, only 4% report facing no challenges. Budget limitations (35%) and unpredictable attendance patterns (34%) remain among the most significant barriers. This disconnect is becoming more visible. Workplaces may be designed with a clear intent, but are often operated under very different conditions once occupied. 22% of CRE leaders still find buildings are unfit for employee needs, reinforcing the challenge of translating design ambition into operational reality.


Hybrid working has added another layer of complexity. Most organisations


The Impact Of Hybrid Work have now stabilised


around a hybrid model.


However, midweek peaks and fluctuating attendance levels – cited by 34% of CRE leaders as a major challenge – can create highly variable demand for space, services, and environmental conditions. This presents a challenge for traditional approaches to workplace design, which have historically relied on averages and fixed assumptions. A workplace that performs well during steady occupancy can struggle when usage is concentrated into just a few days. For FMs, the role is no longer simply maintaining a


building, but continuously sometimes unpredictable use. adapting it to fluctuating and


No matter how well a workplace is designed, the day-to-day experience is now shaped more by operational factors: comfort, air quality, space availability, temperature, technology reliability, and service responsiveness. These are all areas where facilities management plays a defining role.


A More Operational Approach In practice, this requires a shift in mindset.


First, workplaces need to be managed for variability rather than static occupancy. This may involve adapting cleaning schedules, zoning building systems, or allocating space dynamically based on demand rather than reliance on fixed assumptions.


Second, flexibility must extend beyond physical design to how buildings operate. Spaces that can support multiple activities, from focused work to collaboration, are more resilient to those tied to a single purpose. FMs are often best placed to identify where this adaptability can be achieved within existing buildings and budget constraints.


Finally, data should play a more active role in decision-making. Some CRE leaders note a lack of reliable data as a factor that impacts their ability to deliver better performance. Understanding how spaces are actually used, rather than how they were intended to be used, can help prioritise improvements and challenge outdated assumptions.


Where FMs Can Close The Gap


For FMs, this is more than an operational challenge; it is a clear opportunity to influence workplace outcomes more directly. By bringing operational insight into workplace decisions earlier and guiding adjustments with real-world performance data over time, FMs can help ensure workplaces function as intended.


The most effective workplaces are not always those with the most ambitious design concepts. They are the ones that continue to work in practice, bridging the gap across changing occupancy levels, evolving employee expectations, and day-to- day operational pressures.


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