During the pandemic most of the workers around the world are working from different areas, some of them work from home, café, outdoor and office building. At that moment, the workplace is not entitled only as an indoor facility to support working activities. It can be varied depending on the employee's preference that they think comfortable as well as safety and healthy for them. Shifting from old behavior to new behavior requires an adaptation process. Hybrid working became a new requirement for employees and an asset for employers to increase their workplace brand awareness.

Post pandemic offices now adapt to new behavior to have the ability to shift quickly if needed. To be able to adapt the important thing to be considered is the employee experience. Referring to HR Leaders Diane Gherson from IBM and Susan Peters from GE, the HR Department should transform to be able to deliver employee experience that is human centered, uses the latest digital technologies, personalized, compelling, and memorable [1].

Susan Peters, Senior VP Human Resources at General Electric defines the employee experience simply as seeing the world through the eyes of employees, staying connected, and being aware of their major milestones. General Electric divides the employee experience into two touchpoints, the physical environment where their employees work in, the tools and technologies that enable employee’s productivity, and learning to achieve their best at work. That means employee experience is the sum of three core ingredients: technology, culture, and the workplace [2].

According to a 2021 Willis Towers Watson global survey, 92% of employers said enhancing employee experience is an important priority for their organizations for the next three years [3]. Tower Watson also classified the stages of EX development that form a dynamic continuum, allowing each organization to advance its EX as it evolves. Referring to Tower Watson, only 1 in 10 organizations have a “transformative EX”, which is required to deliver high-performance EX and to achieve better business and people outcomes. 

Figure 1: Transformative EX [3]

Telecommunication is a sector that suffers most from customer volatility, and consequently, has a very high level of competition [4]. In Indonesia, customers can change providers quickly to get better offers for a lower price. Refer to Accenture, Customer experience (CX) has become the single biggest factor driving customer loyalty and revenue growth. To survive, telecommunications provider must become far more agile, deliver superior experience, and embrace technological advances [5].

Customer experience is the internal and subjective response customers have to any direct or indirect contact with a company. Direct contact generally occurs during purchase, use and service and is usually initiated by the customer. Indirect contact most often involves unplanned encounters with representations of a company’s products, services, or brands and takes the form of word-of-mouth recommendations or criticisms, advertising, news reports, reviews, and so forth [6].

Telecommunications as customer-centric organizations need to understand that the successful customer experience sometimes reflects on how the organization’s employees feel about their work. Are they satisfied at work? Do they feel engaged? Ian Golding, a customer experience expert once said, “the biggest underlying principle of customer experience is the principle of empathy” Customer experience is directly reflecting to employee experience, if the company do not care for its people, the customers will interact with disengaged, unhappy employees, and it will impact on their service experience [7].

Kristine Dery and Ina M.Sebastian, both research scientists from MIT Sloan for Information System Research (CISR) define the employee experience as the work complexity and behavioral norms that influence employee’s ability to create value. Work complexity refers to how hard it is to get work done in the organization. By adapting to recent technology and digitization, the company would be able to reduce work complexity. Behavioral norms refer to the pervasiveness of expectations around how people work in the organization. Kristine and Ina explain, three behavioral norms emerged as critical for building business value: collaboration, creativity, and empowerment. By having these behaviors employees will be easier to contribute new ideas and take initiatives [8].

Figure 2: Employee Experience Benefit [8]

Figure 3: Three Foundations of Employee Experience [10]

Employee experience is related closely to employee journeys designed within the workplace. This journey will have several touchpoints. In human capital, there are four big milestones: recruitment, onboarding, growth, and exit. All these milestones have a range of more detailed touchpoints that can be categorized into: Human experience with all the people, Organizational process, policies, and hierarchy. Physical, or work environment such as workspace and technology, the digital workplace, apps, digital tools, etc [9].

Previous study in employee experience mentioned that employee experience has three foundations [10]. In order to create a superior employee experience, [10], argues that such experiences need to start with a compelling question or reason for being, as the foundation of the three EX environments. These foundations are: culture environment, technology environment and the physical space environment.

Cultural environment, many corporations have socialized their corporate culture to their employees. But the truth of corporate culture is something that is embedded in every employee's value, attitudes, practices and mission. Culture is about feeling, it is the “vibe” when an employee works in an organization. When designing employee experiences, the company should consider whether their corporate culture energizes and motivates the employee or drains and discourages them. 

Technological environment is something that helps employees to do better. It is a tool that employees use to get their job done. The example of these things such as laptops, desktops, mobile devices, video conferencing solutions, etc. Not limited to physical stuff, supporting applications or software also considered as technological environment support, if it helps the employees to finish their jobs. A bad technological environment can make employees unproductive and, in the end, instead of being engaged they would be frustrated and angry.

The physical environment is the physical workspace of the company. Something that employees can see, touch, smell, and taste. It is the ergonomic furniture that is used by the employees, it is the artwork on the wall, it is the office floor plan, ambience, color, and materials in the workplace. The physical environment comes with facilities such as a clean and engaging cafeteria, office gym, cool lounge, functional meeting space and ergonomic working area. The workspace is often seen as a first impression of corporate culture, is it open and transparent? or secluded and being hierarchical. Young generations in the digital era often ‘flexing’ their office space in social media and describe their office design as their persona.

One of the cultural aspects in increasing employee experience is agile transformation within the company. Agile working directly helps operators in the telecommunication industry to win four of their core battles, faster time to market, higher customer satisfaction, significant productivity improvements, and a transformed employee experience that improves talent attraction and retention [11]. In this case, an Indonesian telecommunication company named ABC has a new strategy regarding human capital. To respond to fast changing market conditions in telecommunication industries, ABC launched a new way of working namely “Agile@Core” meaning all the employees should understand the agile way of working and implement it as companies’ operating system. 

Some initiatives were launched to tackle companies' obstacles and targets. Each initiative has its own team that consists of 10-15 employees with different departments and divisions. This team is called “agile squad” and is led by a director. This team will have intense collaboration daily and will update the director or stakeholders on a monthly basis. This way of working will adopt an agile framework and be helped by scrum master as agile coach. This strategy successfully increased the companies’ revenue in 2022 and will be expanded in 2023. In Q1 2023 20 agile squads launched and involved almost 30% of ABC Employees. High collaboration and intense cross functional coordination needed to ensure the success of the program.

Workspace as a reflection of the way of working in an organization must support these agile activities. In Indonesia, telecommunication companies are commonly using open office plans to support their ability to have an agile way of working. An open plan office is generally defined by the absence of interior partitions and rooms, which in conventional ‘multi cellular’ offices, define private work spaces. An open plan office space is an office floor plan that eliminates most private offices and meeting spaces. There may be a private conference room or two to facilitate private meetings, but most day-to-day business operates with everyone working in the same room [12]. After the pandemic, shifting the employee behavior from work from home situation to coming back to work in a workplace required strategy to ensure the physical environment factors do not decrease the employee experience in an organization. In ABC, the one who is responsible for the workspace design and facility services is the facility management department.

Based on the above problems, the formulations of the research problems are:

• What factors would degrade the workspace experience?

• How to improve workspace and enhance employee experience?

• How to integrate human capital strategy with current workspace that would increase employee experience?

The objectives of this research are:

• To capture the root cause of dissatisfied factors in the current workspace that would degrade employee experience

• To design a long-term strategy program that would improve employee experience and engagement in a workspace

• Give a step-by-step guideline for practitioners to improve their workspace to transform their organization’s employee experience

To explore and find the root cause of the problem, mixed methods research design will be conducted. Mixed methods research design will be useful if the quantitative or qualitative data alone is not sufficient to answer the research question. There are several different types of mixed methods research design, the differences between them relate to the aim of the research, the timing of the data collection and the importance given to each data type. In this case the researcher will use convergent parallel design mix method type. It is a type where the collection of quantitative data and qualitative data are conducted at the same time and analyzed separately. After both analyses are complete, the results need to be compared to draw the conclusions [13].

The tools for quantitative research are using Likert scale to reach wider population respondents and understand the potential improvement of workspace experience. The Likert scale provides five possible answers to statements or questions to understand the respondents positive-to-negative strength of agreement or feeling. A Likert scale assumes that the strength/intensity of an attitude is Linear, i.e., on a continuum from strongly agree to strongly disagree, and assumes that attitudes can be measured. Each of five responses would have a numerical value that would be used to measure the attitude under investigation [14].

The qualitative methods are using open ended questionnaires and semi-structured interviews. Open-ended question is a question that requires respondents to provide answers in their own words, rather than “yes,” “no”, or “don’t know”. Such questions as Why...? What...? When...? are asked without providing answers from which to choose. Open-ended questions are often used in exploratory research [15]. Open-ended questions will be released together with questionnaires in surveys as closing questions to collect suggestions and preferences of the respondents. Semi-structured interviews are interview guides that are carried out to find problems in a more open manner, where the parties concerned are invited to ask each other for opinions and ideas in depth. 

The data from open ended questions will be analyzed using a content analysis method. Content analysis is a research method used to identify patterns in recorded communication, such as a set of texts, which can be written, oral, or visual. Content analysis can be both quantitative and qualitative [16]. The other data from semi-structured interviews will be analyzed using a thematic analysis method. Thematic analysis is a method of analyzing qualitative data. It is applied to a set of texts, such as an interview or transcripts. To conduct thematic analysis follows a six-step process such as familiarization, coding, generating themes, reviewing themes, defining, and naming themes, and writing up [17].

To strengthen the recommendation, space planning analysis through data observation will be used to confirm the result in content and thematic analysis. Space planning analysis is an in-depth analysis of how physical space is used in structures, it will consider the purpose of spaces, who will use it and how many users will use that space. Afterwards, the Fish-Bone diagram will be used to answer research questions regarding the root cause of the problem that happened in the workspace. Whether it is an employee’s perception, missed design standards, lack of workspace functionality or inconsistency in service quality.

The quantitative method with the questionnaire is using a Likert scale model with 13 main questions or statements. The last part of the questionnaire there is a free text column to gather feedback regarding what workspace improvement that is desired by the respondents to increase their working experience. The questionnaire will be categorized into 4 themes to capture employee perception. 

• General, consist of four statements to capture the employee’s satisfaction regarding office functionality, requirements, and ability to help them finish their tasks. Also, requirement regarding facility services and perks

• Design & Perception, questions to capture in detail their satisfaction level regarding storage, space availability, furniture functionality, facilities support, color, and visual ambience in the workspace

• Privacy Level, new employee adaptation from work alone during pandemic to work together in an open plan office layout. This theme should capture their concern regarding noise level and visual privacy in the office

Table 1: Likert Scale Scores [14]

Table 2: Likert Scale Questionnaire (Author’s Finding, 2023)

Table 3: Likert Scale Category Respondents (Author’s Finding, 2023)

* Data Extracted from annual report, probably mixed between HQ and Regional Employee

Social Interaction, open office concept implemented to increase collaboration within the company. This theme statement should capture their easiness of collaboration or cooperation within their team, between units under one division, and cross functional collaboration.

This survey was able to gather results from 167 employees, which is enough to understand employees' obstacles and needs regarding workspace, since this number is equal to the capacity of 1 floor in ABC office (125-160 pax / floor)

General Statements

ABC serves their employees with office facilities perks to ensure employee well-being is well maintained. Referring to this survey, most of the respondents “strongly agree” that this facility is beneficial to support their activities in the office. Statements regarding office service quality also showed an agreement. So far, this statement has the 2nd highest number of “strongly agree” respondents and zero disagreement. Majority of the respondents also showing agreement with the quality of workspace design by interpreting the workspace design can support their task optimally. But the disagreement in this statement is higher than the previous statement. 

Most of the respondents felt the workspace already met their requirements, meaning the number and type of existing facilities are in accordance with the needs of the employees. In general, all the respondents agree with the statements with notes for workspace design quality and workspace requirements because in those two statements the disagreement still exists and neutral respondents -which probably change their opinion in the future- are bigger than other statements.

Design & Perception

Even though the satisfaction level is still in good parameters, the dissatisfaction level is higher than the functionality questionnaire. To understand further regarding design perception will be explained later in qualitative research via semi-structured interview. Facilities support tools provided in the office, such as glassboard, TV for meeting, mobile whiteboard, and conference tools. Even Though satisfied respondents are high, the dissatisfaction still exists in this survey, further research needs to be conducted in both availability and condition with semi structured interview and space planning analysis.

Functionality got a less negative impression compared to the other categories in design and perception. The meaning of this graph is that the furniture already meets the respondents’ requirements. Meeting rooms can be booked through a mobile application, with these apps, the employees are able to see the overview of available meeting rooms in the office. Unlike the meeting room, private rooms are free to use without a booking system. This might be the reason why the dissatisfaction appears.

Each of ABC permanent employees is entitled with a personal locker to store their personal belongings as well as their personal tools to support working activities. Meanwhile, the company does not encourage employees to have storage rooms because it increases the space cost. This action impacts all units to store their team belongings in their own personal locker. To find the cause and effect of this result, space planning analysis needs to be conducted.

Figure 4: General Statement Result (Author’s Finding, 2023)

Figure 5: Design & Perception Result (Author’s Finding, 2023)

Figure 6: Privacy Level Result (Author’s Finding, 2023)

Figure 7: Social Interaction Result (Author’s Finding, 2023)

level issue and has higher dissatisfaction level, meaning the open office concept needs to be adjusted in some areas depending on the employees’ activities. What kind of adjustment needed will be found in qualitative research.

Social Interaction

The survey indicates that all the employees easily collaborate with others. But if compared between three statements which are “within team”, “between team” and “cross function”. The “cross function” item has the most unfavorable condition with high difficulties to interact with other divisions. In the ABC office, each division with different groups will have different floors or even zones. For instance, the IT division in the low zone area and sales division in the high zone area. To be able to meet directly they need to exchange lift, since the lift between low zone and high zone is not connected.

The Open-Ended question data was collected from the answer from the questionnaire, some of the words that are unreliable or irrelevant are deleted, such as “all good” and “nothing”. 132 from 167 respondents fill the open-ended question, and after cleaning the data, the rest of the answers that are relevant are 97 answers. These 97 answers are coded and some of the themes are described. 

Question:

“What do you think needs to be done to improve the workspace experience in the office?”

Answer of this question varies, but after seeing the intention and verbatim of the answer, the 17 themes are described. This analysis interprets the answer in phrases into themes. For instance, themes for “collaboration space and tools” can come from the word “collaboration” and phrases such as “meeting without meeting room”. 

The rules of this analysis is each respondents can have several theme depend on their answers, for instance for answer: “need enough space to do online meeting, since it is too crowded when many employees coming to the office at the same time” This phrase can have two themes, one is from “need space for online meeting” which is “private space”, and “too crowded”, meaning “larger/free working space”. From these 17 themes, 1 theme is described as unclear, because it is uncontrollable or the amount is too small (only 1 answer), for instance the answer “LED Monitor to show position in the lobby lift”, was described as unclear, since it is too many interpretations on this answer, and lobby lift is part of building that we do not rent.

Pareto principles applied to reduce complexity in the space planning analysis and business solutions. Top 5 themes will be sent to space planning analysis to connect the survey data and current capabilities of the workspace.

Both Likert questionnaires and open-ended questionnaires can capture the quantity of employee feedback and preferences. Those data will be able to prioritize the causes which will have more impact on most of the employees. But these are not sufficient to really understand the details of improvement that needs to be done. To be able to answer all the research questions, semi structured interviews conducted as part of the qualitative research, the targeted respondents chosen were the representation of majority employees.

Table 4: Summary of Open-Ended Question Respondents (Author’s Finding, 2023)

Table 5: Themes Captured from Open-Ended Question (Author’s Finding, 2023)

Table 6: Top 5 Themes (Author’s Finding, 2023)

Table 7: Interviewee Persona (Author’s Finding, 2023)

Table 8: Question 1 Result (Author’s Finding, 2023)

Table 9: Question 2 Result (Author’s Finding, 2023)

Table 10: Question 3 Result (Author’s Finding, 2023)

Table 11: Question 4 Result (Author’s Finding, 2023)

Table 12: Space Analysis (Author’s Finding, 2023)

*Floors with grey color have connecting stairs, the employee in these floors will be able to move to other floors nearby without the elevators

3 Males and 2 Females were chosen with median age between 31-43 years old. three of the respondents work within the company more than 10 years, and the two others work within the company under 3 years. All of the respondents also need to have a workstyle which represents an agile way of working strategy in the company, each of them has to be involved in an agile squad at least once. Their workstyle also needs to be defined to understand their mobility and collaboration behavior within the office.

Four questions were conducted to five respondents to understand their preferences, needs, and obstacles during working in the offices. The first question is designed to understand the connectivity between facility management and business users (employees), and to answer research questions no 1 and 2. The second and third questions are designed to gather information regarding research question no 3 and 4 and the last question is designed to ensure their well-being is fulfilled since their perception of workspace will impact on question no 1.

• How do you get information regarding new office facilities or updates about facility services in the office? (Table 8)

• Please describe which part of the office that helps you finish your task? And why? (Table 9)

• Please describe which part of the office that helps you in collaboration? And why? (Table 10)

• Please describe which part of the office that improves your wellbeing (health, reduces stress, etc)? And why? (Table 11)

The summary of the interviews concludes that the employees still have communication gaps with the facility management program and update. Open office workspace plan helps them to finish their task and collaboration easily, although they also have bad experience in the privacy level since there is new behavior called online or hybrid meeting. Open office workspace should allow flexibility to support an agile way of working, but their immobility and habit to work near their teammate hinder their opportunities to collaborate with other functions. On the other hand, the open office workspace also has challenges, since some of the employees will quickly be drained and exhausted by over collaboration and socialization all day long. They need space with enough privacy to be alone and recharge their energy or focus on their personal task without disruption.

Afterwards, space planning analysis needed to compare the issues or themes found in the previous analysis with current conditions and capabilities of the workspace. Refer to the content analysis result, there are five themes to be considered. Private area, relaxed and informal space, collaboration space & tools, free working space (reduce crowd) and storage space. All of these issues need to be re-confirmed in space planning analysis to understand which area needs to improve. Before observing the data, each theme needs to be defined.

• Private area is a closed room with a working desk and chair. This private area has visual protection and soundproofing to reduce distraction from others

• Relaxed and informal space is a common area for employees to away for a while from their working activities, it could be secluded and separated from workspace to ensure this place's ability to reduce stress. In an open space office concept, this area is important for employees to recharge their energy

• Collaboration space and tools. On the other hand, collaboration space is different from relaxed & informal space, even though both should be separated from the workspace, the function and facilities provided in the area are different. Collaboration areas should support ideation and discussion in an informal way. Tools provided in this area are glass board, movable white board, LED monitor, markers, conference tools, etc

• Free working space, this is the employee’s perception of their workspace density, they think it is crowded and lack of space to work

• Storage Space is a space, room or cabinet to store a team's belongings. Currently most of the floor in ABC only provides a personal locker for each employee and does not supply the storage for team’s belongings such as souvenir, marketing material, banner, etc

Firstly, desk observation conducted through facility management data to have a helicopter view of all facilities condition. Workspace ratio is important to understand the density of a workspace, and ratio allowed is 7 and above. Currently, after a pandemic situation with new online meeting behavior, workspace ratio 1:8 is more convenient for employees.

Item to observe are nett area per floor, employee’s quantity, total seat per floor, workspace ratio (divided nett area with seat capacities), percentage of total employees and seat capacities per floor, and availability of four themes that explained above (private space, relaxed & informal space, collaboration space and team storage). Excluded in this observation are floors 11 and 12 since it is a monitoring space, 20th floor since it is a lab, 21-25th floors since it is public space, 28th floor since it is executive floor and 36th floor since it is a training floor.

To answer research questions, the Ishikawa Fish-Bone diagram will be used to identify the problem, brainstorm the possible causes, and analyze the diagram by showing all the possible causes. This diagram will summarize all the analysis above to identify one by one the sequence of the problem and the root cause that needs to be solved. The problem or effect in this case is bad workspace experience and low NPS Score. Concluding all analysis in the previous chapters, the effect has four categories as the causes. The environment, which is the workspace and the facilities in the office. The equipment, which is the tools, or supporting facilities to support the activities within the workspace. The people, which are the business users who work in accordance with the culture and way of working directed by the company. The methods, which are the explicit knowledge and formal communication guidelines like policy or SOP to ensure the quality of the business process that applied.

Table 13: Root Cause Summary (Author’s Finding, 2023)

Table 14: Business Solution and Stakeholder’s involvement (Author’s Finding, 2023)

Dispersion analysis is constructed by placing individual causes within each major cause category (environment, equipment, people, methods) and then asking each individual cause with a “why” question. This question repeated until the root cause was found. Table below will show the sequence of “why” questions for each individual cause and become the summary output of the research findings. The order is the opposite from the fishbone diagram, “why” question can be read from left to right. This order of causes will be beneficial in creating an improvement roadmap and implementation plan.

Prioritization needed to decide the value of improvement and reduce risk that may happen. Justification for the timeline will be based on the priority levels from high to low, and considering the impact and efforts. Implementation plan will touch 4 causes mentioned in the fishbone diagram and solve the individual cause inside it. All activities must involve relevant stakeholders in collaboration to solve the problem. The stakeholders are mostly part of human capital, such as facility management (FM) human capital development (HCD) and employee relation (ER), the only department outside the human capital is the internal corporate communication department (ICC). All the events will be conducted in the ABC office as the place where the problem exists.

Figure 8: Fishbone Diagram (Author’s Finding, 2023)

Based on the result, the author can conclude that external factors can change employee behavior which can impact on their habits in the workplace. Several behavior adjustments during Covid-19 affect the employee experience and how they collaborate with colleagues and partners. Policy adjustment during pandemic also influences employee preferences and perception for the workspace. 

Even Though the fast action needed to adapt with new conditions and behavior, the author would like to recommend the methodology and solution for similar issues inside and outside the current company’s research. Never jump into conclusion in the beginning, it will divert the root cause of the issues. Reaction without finding the root cause will affect the company's financial condition. Renovation often becomes a reactive solution to solve the problem associated with the workspace. Improvement in workspace often sees as revamping the visuals and ambience. Seeing the bigger picture and comprehensive comparison with organizational behavior and company strategic planning will be beneficial to answer the research questions.

In this case, the author recommends incremental improvement of the workspace experience through several paths. Collaboration with other departments also needed to accelerate the improvement and cause a bigger impact. Some of the recommendations to improve the workspace and facility services in this case are as follows:

• Refine the policy and SOP that relate with workspace, from employee hiring to organizational changes. SOP regarding quality control is also needed to ensure sustainable quality in the workspace.

• Engaging employees with culture and way of working strategies, collaboration with the human capital department will drastically improve employee experience, since the other pillars of employee experience is the culture environment. Alignment between culture, workspace and technology will boost employee experience.

• Create a communication plan in an effective and efficient way. Understanding employee demographics will help which communication tools are appropriate to resonate the information.

• Create a standard and guideline. It is a must thing to do; without guidelines the minimum quality of the workspace will become tacit knowledge and cannot be maintained well.

• Continuous and incremental improvements. Pandemic situations become a lesson learned for almost all organizations that nothing lasgts forever. Becoming open to transformation and adaptive to the situation is important to be survived in many business conditions.

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