One-third of workers in 17 of the world's most important economies are disengaged, the "Steelcase Global Report: Engagement and the Global Workplace" revealed, noting that high workplace satisfaction positively correlates with high employee engagement and employees who have greater control over their work experiences, including abundant access to private spaces, are some of the most highly engaged in the world. Steelcase set out to understand if the physical workplace could be used as a strategic asset to help improve employee engagement and what changes could make the largest impact. The findings are the result of data collected with global research firm Ipsos from 12,480 workers in 17 countries, including the Kingdom of Saudi Arabia (KSA). According to the study, one-third of workers in 17 of the world's most important economies are disengaged. Steelcase set out to understand if the physical workplace could be used as a strategic asset to help improve employee engagement and what changes could make the largest impact. The global report found diverse workplace experiences throughout the world and identified the factors impacting engagement, including the cultural context in which employees work. "As we analyzed this data, it was interesting to us how consistently the most engaged workers were those who had more control over their work experience, including the ability to concentrate easily and work in teams without being interrupted," said Christine Congdon, Director of Research Communications, Steelcase. "Workers who have the ability to choose where they wish to work in the office based on the task they have to do are much more engaged in the work they do." The report further said employee engagement positively correlates with workplace satisfaction. The data shows that workers who are highly satisfied with various aspects of their workplace also demonstrate higher levels of engagement. Yet, only 13 percent of global workers are highly engaged and highly satisfied with their workplace. The inverse is true as well: 11 percent of employees are highly dissatisfied with their offices and are also highly disengaged. According to the study, KSA is a work culture of contrasts, with polarized employee engagement and workplace satisfaction levels. Although 18 percent of the workers are highly engaged and highly satisfied, five percent above the global average, the number of highly disengaged and highly dissatisfied workers (22 percent) is double the global norm (11 percent). Taking the disengaged and dissatisfied workers into account, the figure increases to 46 percent (versus the global average of 37 percent). Moreover, the report said engaged employees have more control over their experiences at work. A distinguishing characteristic of engaged employees is that they have a greater degree of control over where and how they work, including access to privacy when they need it. They are empowered, both by organizational decisions and the spaces made available to them within their workplace, to make choices about where and how they work. This means they can manage their need for privacy so they can concentrate easily and work with teams without disruptions. KSA workers report below average satisfaction levels on workspace size, organization of the space, office furniture, ambient noise levels, and personalization, and below average access to shared spaces such as meeting rooms and social hubs. The report also noted that fixed technology exceeds mobile by 2:1. Despite the high global adoption of mobile devices for personal use, the vast majority of study participants report that their organizations provide twice as much fixed technology versus mobile options for work. The vast majority of workers report that they are equipped with landline telephones (86 percent) and desktop computers (80 percent). Far fewer employees have laptops (39 percent), mobile phones (40 percent) or tablet computers (13 percent) available to them at work. In Saudi Arabia, mobile technology (laptops, mobile phones, tablets and videoconferencing) penetration rates lag below global averages, but desktop computer (91 percent) and landline telephone (89 percent) use is high. Besides, traditional work styles persist, the report pointed out. Across the globe, the most common workplace design features a combination of open spaces and private offices, but more than three quarters of global employees say they work in either individual or shared private offices. The greatest contrast in open environments and private or shared offices can be seen in Europe, particularly in the United Kingdom, where nearly half (49 percent) of all office layouts are entirely open, and Germany, where 54 percent of overall physical workplaces consist entirely of individual or shared private offices. Traditional space planning prevails in Saudi Arabia, with management working in individual private offices (39 percent), and most employees working in shared private offices (53 percent). Entirely open-plan offices are uncommon – 8 percent, compared to the global average of 23 percent, the lowest in the study. The report further indicated that cultural context influences engagement levels. The most highly engaged employees hail from emerging economies, where people have different expectations of their work environments than those in established economies. Workers from developing countries such as India and Mexico are some of the most highly satisfied and engaged, while people in France, Belgium and Spain are less engaged. Analysis of the data identified a pattern indicating that the country where employees live, its culture and the resulting expectations have an impact on how highly engaged and satisfied they are with their workplace. While engagement levels are somewhat evenly distributed in other countries, workers in Saudi Arabia are more polarized – most employees are either engaged or disengaged, and few are neutral. Another country showing similar results is the UAE, the report noted. "For organizations on the path toward global integration, it's important to challenge assumptions and look broadly at the diverse factors that influence employee engagement," Congdon said. "Well-designed workplaces can communicate a company's strategy, brand and culture and encourage the employee behaviors leaders want in their organization – all fostering higher engagement levels." "With the KSA government diversifying the economy beyond oil by developing new industries and giving opportunities to the private sector, the study provides some key takeaways for leaders looking to maximize the potential of their employees," added Andy Morris, Head of Sales, Middle East, Steelcase. "By addressing the most basic needs of individuals – physical, cognitive and emotional – leaders can show that they care about their employees' wellbeing, and increase profitability, productivity and employee retention in the process." — SG
