More Related Content Similar to Do WorkPlaces Work? (20) More from Su Butcher (20) Do WorkPlaces Work?9. 2010: Leesman Office
One standardised
measure of workplace
effectiveness
An x-ray of workplace
performance
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
11. “Lies,
damned lies
and statistics.”
@Leesman_index
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
12. +13% / person
11.8 sqm / p
British Council
for Offices
“guide to
specification”.
10.9 sqm / p
* Financial
services offloading people
faster than they
can off-load
surplus space.
* financial services sector downsizing
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
14. 1986 – DNA profiling first used as
evidence in a criminal proceeding.
Colin Pitchfork convicted 5.8 x 108
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
16. “the law of large numbers”
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
17. 42,677
How much do you agree or disagree with the following
statement about the design of your organisation’s office?
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
18. 42,677
“It enables me to work productively”
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
19. The design of my
workplace enables
me to work
productively*
53%
* % agreement across whole database
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
20. The design of my
workplace enables
me to work
productively
83%
* % agreement to high performing project
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
21. The design of my
workplace enables
me to work
productively
15%
* % agreement to low performing project
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
22. The design of my
workplace enables
me to work
productively
73%
* % disagreement to low performing project
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
23. It’s a place
I’m proud
to bring
visitors to
5%
* % agreement to low performing project
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
25. Group profit before tax £m
3.2
2
1.8
1.4
1.1
2007
2008
1.1
2009
2010
2011
2012
* From low performing client annual report and accounts 2012
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
26. The design of my
workplace enables
me to work
productively
?%
* % agreement to low performing project post occupancy study
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
32. 1724 thermometer invented
1727 evidence of weather records
1914 “official records” began
1919 Meteorological Society founded
@Leesman_index @Wtrends13
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
33. 2,000,000
3
2
1
0
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
36. 42,114 respondents: workplace activities ranked by importance
“Which activities are important to you in your work, and how well are they supported?”
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Reading
Relaxing / taking a break
Thinking / creative thinking
Individual routine tasks
Learning from others
Informal social interaction
Business confidential discussions
Hosting visitors, clients or customers
Spreading out paper or materials
Audio conferences
Collaborating on creative work
Larger group meetings or audiences
Individual focused work away from your desk
Private conversations
Video conferences
Using technical / specialist equipment or materials
0
5000
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
10000
Very
under-‐supported
15000
20000
Under-‐supported
25000
Supported
30000
Well
supported
35000
40000
Very
well
supported
leesmanindex.com
37. 42,114 respondents: workplace activities ranked by importance
“Which activities are important to you in your work, and how well are they supported?”
Individual focused work, desk based
Planned meetings
Telephone conversations
Informal, un-planned meetings
Collaborating on focused work
Reading
Relaxing / taking a break
Thinking / creative thinking
Individual routine tasks
Learning from others
Informal social interaction
Business confidential discussions
Hosting visitors, clients or customers
Spreading out paper or materials
Audio conferences
Collaborating on creative work
Larger group meetings or audiences
Individual focused work away from your desk
Private conversations
Video conferences
Using technical / specialist equipment or materials
0
5000
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
10000
Very
under-‐supported
15000
20000
Under-‐supported
25000
Supported
30000
Well
supported
35000
40000
Very
well
supported
leesmanindex.com
38. 42,114 respondents: workplace activities ranked by satisfaction
“Which activities are important to you in your work, and how well are they supported?”
Individual routine tasks
Individual focused work, desk based
Learning from others
Planned meetings
Informal social interaction
Collaborating on focused work
Telephone conversations
Collaborating on creative work
Informal, un-planned meetings
Individual focused work away from your desk
Audio conferences
Using technical / specialist equipment or materials
Relaxing / taking a break
Larger group meetings or audiences
Hosting visitors, clients or customers
Reading
Spreading out paper or materials
Thinking / creative thinking
Business confidential discussions
Video conferences
Private conversations
0
5000
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
10000
Very
under-‐supported
15000
20000
Under-‐supported
25000
Supported
30000
Well
supported
35000
40000
Very
well
supported
leesmanindex.com
39. 42,114 respondents: workplace activities ranked by satisfaction
“Which activities are important to you in your work, and how well are they supported?”
Individual routine tasks
Individual focused work, desk based
Learning from others
Planned meetings
Informal social interaction
Collaborating on focused work
Telephone conversations
Collaborating on creative work
Informal, un-planned meetings
Individual focused work away from your desk
Audio conferences
Using technical / specialist equipment or materials
Relaxing / taking a break
Larger group meetings or audiences
Hosting visitors, clients or customers
Reading
Spreading out paper or materials
Thinking / creative thinking
Business confidential discussions
Video conferences
Private conversations
0%
10%
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
20%
30%
Very
under-‐supported
40%
50%
Under-‐supported
60%
Supported
70%
80%
Well
supported
90%
100%
Very
well
supported
leesmanindex.com
40. Thinking & creative thinking
Bus’ confidential discussions
Video conferencing
Private conversations
Workplace
Isn’t
Working
24.10.13
©
Leesman
50%
leesmanindex.com
41. Low performing workplace: workplace activities ranked by satisfaction
“Which activities are important to you in your work, and how well are they supported?”
Individual routine tasks
Learning from others
Telephone conversations
Individual focused work, desk based
Informal social interaction
Individual focused work away from your desk
Spreading out paper or materials
Using technical / specialist equipment or materials
Reading
Collaborating on creative work
Collaborating on focused work
Thinking / creative thinking
Planned meetings
Informal, un-planned meetings
Relaxing / taking a break
Audio conferences
Business confidential discussions
Private conversations
Larger group meetings or audiences
Hosting visitors, clients or customers
Video conferences
0
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
10
20
Very
under-‐supported
30
Under-‐supported
40
Supported
50
Well
supported
60
70
Very
well
supported
leesmanindex.com
42. High performing workplace: workplace activities ranked by satisfaction
“Which activities are important to you in your work, and how well are they supported?”
Using technical / specialist equipment or materials
Learning from others
Reading
Audio conferences
Telephone conversations
Individual routine tasks
Hosting visitors, clients or customers
Individual focused work away from your desk
Planned meetings
Informal social interaction
Individual focused work, desk based
Informal, un-planned meetings
Larger group meetings or audiences
Business confidential discussions
Relaxing / taking a break
Thinking / creative thinking
Collaborating on creative work
Collaborating on focused work
Private conversations
Spreading out paper or materials
Video conferences
0
Not
supported
at
all
Workplace
Isn’t
Working
24.10.13
©
Leesman
10
Very
under-‐supported
20
Under-‐supported
30
Supported
40
Well
supported
50
60
Very
well
supported
leesmanindex.com
43. The standardised measure
of workplace effectiveness.
How well the space,
supports the work.
Workplace
Isn’t
Working
24.10.13
©
Leesman
Lmi
leesmanindex.com
44. The fitness for purpose of
corporate workplaces
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
48. -‐15%
Workplace
Isn’t
Working
24.10.13
©
Leesman
Spreading out paper or materials
Individual focused work, desk based
Audio conferences
Larger group meetings or audiences
Planned meetings
Informal, un-planned meetings
Individual routine tasks
Reading
Telephone conversations
Collaborating on focused work
Business confidential discussions
Hosting visitors, clients or customers
Individual focused work away from your
desk
Video conferences
Using technical / specialist equipment or
materials
Collaborating on creative work
Thinking / creative thinking
Learning from others
Private conversations
Relaxing / taking a break
Informal social interaction
15%
% Importance - Sorted by Diff between Top & Bottom
10%
5%
0%
-‐5%
-‐10%
leesmanindex.com
49. -‐15%
10%
5%
0%
-‐5%
-‐10%
•
•
•
•
•
•
Workplace
Isn’t
Working
24.10.13
©
Leesman
Thinking / creative thinking
Spreading out paper or materials
Individual focused work, desk based
Audio conferences
Larger group meetings or audiences
Planned meetings
Informal, un-planned meetings
Individual routine tasks
Reading
Telephone conversations
Collaborating on focused work
Business confidential discussions
Hosting visitors, clients or customers
Individual focused work away from your
desk
Video conferences
Using technical / specialist equipment or
materials
Collaborating on creative work
Informal social interaction
by Diff between Top & Bottom
% Importance - Sorted
Relaxing / taking a break
Private conversations
Learning from others
Thinking / creative thinking
Collaborating on creative work
Learning from others
Private conversations
Relaxing / taking a break
Informal social interaction
15%
leesmanindex.com
50. -‐15%
10%
5%
0%
-‐5%
-‐10%
•
•
•
•
•
•
Workplace
Isn’t
Working
24.10.13
©
Leesman
Thinking / creative thinking
Spreading out paper or materials
Individual focused work, desk based
Audio conferences
Larger group meetings or audiences
Planned meetings
Informal, un-planned meetings
Individual routine tasks
Reading
Telephone conversations
Collaborating on focused work
Business confidential discussions
Hosting visitors, clients or customers
Individual focused work away from your
desk
Video conferences
Using technical / specialist equipment or
materials
Collaborating on creative work
Spreading out paper / -materials
between Top & Bottom
% Importance Sorted by Diff
Individual focused work, desk based
Audio conferences
Larger group meetings / audiences
Planned meetings
Informal un-planned meetings
Learning from others
Private conversations
Relaxing / taking a break
Informal social interaction
15%
leesmanindex.com
51. 0%
Workplace
Isn’t
Working
24.10.13
©
Leesman
Individual routine tasks
TOP
Individual focused work, desk
based
20%
Telephone conversations
Learning from others
Audio conferences
Collaborating on focused work
Planned meetings
Reading
10%
Thinking / creative thinking
60%
Informal social interaction
70%
•
•
•
Business confidential
discussions
80%
Informal, un-planned meetings
90%
Hosting visitors, clients or
customers
Relaxing / taking a break
100%
Telephone conversations
Individual focused work, desk based
Individual routine tasks
50%
40%
30%
BOTTOM
% Supported - Sorted by Diff between Top & Bottom
leesmanindex.com
52. 0%
Workplace
Isn’t
Working
24.10.13
©
Leesman
Individual routine tasks
TOP
Individual focused work, desk
based
20%
Telephone conversations
10%
Learning from others
40%
Audio conferences
50%
Collaborating on focused work
60%
Planned meetings
70%
•
•
•
•
•
Reading
80%
Thinking / creative thinking
90%
Informal social interaction
Business confidential
discussions
Informal, un-planned meetings
Hosting visitors, clients or
customers
Relaxing / taking a break
100%
Relaxing / taking a break
Hosting clients / visitors
Informal unplanned mtgs
Business confidential discussions
Informal social interaction
30%
BOTTOM
% Supported - Sorted by Diff between Top & Bottom
leesmanindex.com
53. 0%
Workplace
Isn’t
Working
24.10.13
©
Leesman
Ability to personalise my workstation
Telephone equipment
TOP
Desk
Informal work areas / breakout zones
Greenery & Planting
General décor
Meeting rooms (small)
Meeting rooms (large)
Quiet rooms for working alone or in pairs
Chair
Computing equipment
Dividers (between desks / areas)
Accessibility of colleagues
Remote access to work files or network
Temperature control
Desk / room booking systems
Office lighting
Noise levels
Space between work-settings
10%
In-office network connectivity
20%
Printing / copying / scanning equipment
30%
People walking past your desk
40%
Natural light
50%
Air quality
60%
Personal storage
70%
•
•
•
•
•
•
Quiet rooms for working alone or in pairs
80%
Meeting rooms (large)
Meeting rooms (small)
General décor
Greenery
Informal work areas / break-out zones
100%
90%
BOTTOM
% Satisfied - Sorted by Diff between Top & Bottom
leesmanindex.com
54. 0%
Workplace
Isn’t
Working
24.10.13
©
Leesman
Ability to personalise my workstation
Telephone equipment
Desk
TOP
Chair
Computing equipment
Dividers between desks / areas
Computer equipment
Chair
Desk
Telephone equipment
Ability to personalise my workstation
Dividers (between desks / areas)
Accessibility of colleagues
Remote access to work files or network
Temperature control
Desk / room booking systems
Office lighting
Noise levels
Space between work-settings
10%
In-office network connectivity
20%
Printing / copying / scanning equipment
30%
People walking past your desk
40%
Natural light
50%
Air quality
60%
Personal storage
70%
•
•
•
•
•
•
Quiet rooms for working alone or in pairs
80%
Meeting rooms (large)
Meeting rooms (small)
General décor
Greenery
Informal work areas / break-out zones
100%
90%
BOTTOM
% Satisfied - Sorted by Diff between Top & Bottom
leesmanindex.com
55. Social cohesion…?
Or just emotionally
intelligent organisations?
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
56. Location
Respondents
Leesman Lmi
Productivity
agreement
Pride agreement
Tech Soft / Hardware
UK
77
83.9
83%
92%
B
Corporate Real Estate
France
127
80.4
78%
96%
3
C
Tech Soft / Hardware
USA
125
80.1
83%
93%
4
C
Tech Soft / Hardware
USA
140
75.4
73%
86%
5
C
Tech Soft / Hardware
Ireland
256
75.2
77%
86%
6
D
Financial Services
UK
453
73.3
72%
89%
7
E
Tech Soft / Hardware
Poland
142
72.4
68%
71%
8
F
Tech Soft / Hardware
UK
180
71.8
70%
90%
9
G
Infrastructure
UK
1342
71.7
63%
87%
10
G
Infrastructure
UK
168
70.4
60%
84%
Position
Client
1
A
2
Sector
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
66. For lots of employees…
workplace isn’t working
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
67. Is the Campus working..?
Workplace Trends 2014?
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com
68. Lmi 17-33 = 3
Lmi 34-49 = 35
Lmi 50-66 = 206
Lmi 67-83 = 77
Lmi 84-100 = 9
The Lmi is Europe’s central
workplace effectiveness
benchmark, reporting on a
scale of 0-100 on the ability
of a workplace to support
important workplace activities.
2009
2010
2011
2012
2013
Data reported at 30.09.2013
Copycat competitors exist in all areas of business. But with higher education, like commerce,
now under pressure to innovate, what role do mimics play in the adoption of new thinking?
It is said imitation is the
sincerest form of flattery.
For the agile organisations
whose cutting-edge ideas
carve new territories,
it might seem a hollow
compliment. But in
commerce and now in
higher education, these
mimics bring benefit,
because for trailblazing
thought leaders, this is
merely the next inevitable
stage in innovation
chronology. It is rarely
a case of ‘if’ innovation
will be copied, more a
case of ‘who’ and ‘when’.
For those involved in
delivering higher education
there is huge pressure to
innovate. As fees become the
focus, ‘student experience’
becomes the measure by
which universities battle
for market share; academic
standing alone is no ‘unique
selling proposition’.
In commerce, innovative
products often only develop
market recognition when
competitors arrive with their
mimic solution. It can be
hard to justify the benefits
of new thinking when you
are alone proposing it. So
having a competitor reassures
customers that the thinking
is credible, worth competing
over, and gives them a choice.
In one US academic
study by Daniel Mochon
of Tulane University on
‘the power of choice’, subjects
were shown two virtually
identical electrical products
and asked which they would
buy. Thirty-four per cent
chose one product and 32
per cent the other. But when
choice was removed for a
second group and just one
product offered, 10 per
cent said they would buy it.
So competition is good. It
gives customers the chance
to compare and control.
In 2010, when Leesman
laid out its proposal for
a wholly independent
workplace effectiveness
measure, we set out to
change the way workplace
performance is measured.
The proposal emerged from
extensive consultation with
our potential customers,
embedding their voice in
our solution.
Two weeks before, Apple’s
first generation iPad went on
sale in London with media
scepticism matching Apple
bravado. They laid out a
promise to change the way we
used computers. Safe to say
they succeeded? Within two
years the market was flooded
with me-too offerings that
helped establish phenomenal
tablet adoption.
Three years later, tablet
computer sales for the fourth
quarter of 2013 are expected
to top personal computers for
the first time as consumers
continue to switch to tablets,
confounding sceptics by
carrying more than one
device (iPad for web and
mail, Kindle for reading).
According to data published
by US researchers IDC,
from a relative trickle of two
million annual sales in 2009,
global tablet sales for the last
quarter of 2013 will top 84.1
million units, compared with
83.1 million for PCs.
Now UK supermarket
giant Tesco has decided
tablets should be part of its
stall. In September it unveiled
its seven-inch Hudl which
retails at just £120. But
these are crowded waters.
Google’s Nexus 7 and
Amazon’s Kindle Fire both
sit sub-£200 and arguably
come with greater tech brand
credibility. Critics questioned
how this can possibly be a
profitable proposition for
Tesco when Amazon’s Jeff
Bezos publicly reported that
his £159 Kindle Fire HD
‘made not a penny in profit’
for his company.
Is Apple concerned? I
doubt it. As copyists work
to squeeze a market at the
bottom of the food chain,
they are simply helping
accelerate the pace of PC to
tablet migration, creating
new tablet adopters who
will doubtless quickly
become accustomed to the
results of the brutal ‘value
engineering’ needed to pitch
a product at £120. These are
consumers who will learn
that for £120, there is little
left for a premium customer
experience. So will the same
be true of higher education
and the ‘student experience’?
In the new customerdriven economy, those who
place a stronger emphasis
on enhancing the customer
experience across the sum
total of all client interactions
will gain competitive
advantage because they are
partnering with their clients
and embedding the voice
of the customer directly
into their processes and
organisational DNA. This
is where the best universities
are trailblazing now.
For organisations who
simply attach copyist
bolt-ons to their service or
product portfolio, in vain
attempts to keep abreast
with contemporary thinking,
customer pressure increases
to reverse innovations back
through their historic service
offerings – or risk them being
seen as clunky and out of
touch. What the copyists
will come to learn is that
customers know that price
is rarely totally unrelated
to quality of experience.
tim.oldman@leesmanindex.com
The design of my workplace
is important to me
Agree 84.6%
Neutral 12.1%
Disagree 3.3%
The design of my workplace
enables me to work productively
Agree 53.3%
Neutral 16.8%
Disagree 29.9%
a place I am proud to bring
visitors to
Agree 47.9%
Neutral 21.4%
Disagree 30.7%
INSIDE
Jane Bristow
Jack Pringle
As higher education now comes with a
seriously high price tag, how does this
Page 4
Nigel Bunclark
battle to attract top students. We need
a new solution for a new age. Page 8
How Network Rail is creating dynamic
workplace environments by embarking
on a journey towards agile working. Page 10
Social activities
Within the group of
highest-performing
buildings, occupants
consistently rated such
features as ‘Informal social
interaction’, ‘Relaxing and
taking a break’, ‘Learning
from others’, ‘Thinking/
creative thinking’ and
‘Collaborating on creative
work’ as significantly more
important than those in the
lowest-performing group.
When we then examined
how well these activities
were supported within
the working environment,
this high-performing
group were again
delivering significantly
greater satisfaction levels
than the bottom group.
The routine
In contrast, our topperforming building
occupants attached less
importance to routine
activities like ‘Spreading
out paper and materials’,
‘Individual focused work’,
‘Individual routine tasks’
and ‘Planned meetings’.
And here we found that
while satisfaction levels
were still moderately higher
for those activities among
our top-performing space
occupiers, the results were
considerably closer. So
across high- and lowperforming spaces, similar
importance and satisfaction
is attached to routine tasks.
In other words, the routine is
not where high performance
creates difference.
Social infrastructure
When we turned to
examining the physical
features that differentiate
our two groups, we were
interested to see that it is
satisfaction with ‘Informal
work areas and breakout
zones’, ‘Greenery and
planting’, ‘General décor’,
‘Meeting rooms’ and
‘Quiet rooms for working
alone or in pairs’ where the
difference in satisfaction
was at its greatest.
The basics
Once again, the routine
features ‘Computer
equipment’, ‘Desk’,
‘Chair’ and ‘Telephone
equipment’ saw
significantly less clear
water between the groups.
So it appears that these
basic essentials are rarely
performance-enhancing
measures and just basic
provisions that almost
all workplace providers
are getting right. This
is not where the highperformance group are
making the difference.
Leesman Education
Applying the same
measurement protocol
to university estates
could provide similarly
powerful insights. And
these insights could then
be used to both fine-tune
the student (customer)
experience and improve
the educational outcome.
The Leesman Education
tools are being designed to
provide university estates
directors with line of sight
to where their collections of
buildings and facilities are
supporting the academic
programme. From there
we can understand the role
of university buildings in
supporting their student
experience in an increasingly
competitive world.
University of Plymouth
c
rsi
ive
Buckingham University
How a student at Buckingham can save
£11,080 by doing a two-year course
31,530
Buckingham University
Years
Tuition
Year one
£11,960
Year two
£11,960
Total
31,070
31,045
30,390
University of Northumbria
29,300
Teesside University
28,040
Leeds Metropolitan University
27,985
Nottingham Trent University
Living Costs
£8,000
£8,000
£39,920
Other UK universities
Year one
£9,000
Year two
£9,000
Year three £9,000
Total
31,105
University of Birmingham
Coventry University
£8,000
£8,000
£8,000
£51,000
27,930
University of Edinburgh
27,675
27,440
26,445
University of Glasgow
26,395
Kingston University
HE
SA
Total student population
26,180
25,595
Liverpool John Moores University
:
26,570
University of Greenwich
ce
University of Ulster
24,455
University of Southampton
University of Portsmouth
Top three student city populations
24,135
23,830
Bangor University
23,540
London Metropolitan University
1 Greater London – 595,580
23,545
Middlesex University
23,485
Birmingham City University
23,350
University of East London
23,225
Queen's University Belfast
2 Birmingham – 134,470
23,440
London South Bank University
22,990
University of the Arts London
3 Manchester – 105,855
22,315
University of Bedfordshire
22,275
University of Brighton
22,075
University of Liverpool
SA
21,875
University of Salford
21,755
Anglia Ruskin University
21,605
University of Westminster
21,500
University of Newcastle
21,055
University of Kent
20,310
University of Cambridge
Overseas students
Top three universities with highest
proportion of overseas students
University of St Andrews 41.63%
19,945
University of Strathclyde
19,870
Swansea University
19,790
Bournemouth University
Imperial College London 37.57%
University College London 36.75%
19,750
City University
19,340
University of Bristol
19,220
Canterbury Christ Church University
19,105
University of Exeter
18,720
University of Derby
18,495
Oxford Brookes University
18,425
University of East Anglia
17,610
University of York
17,405
University of Sunderland
17,380
University of Leicester
17,055
University of Dundee
University of Durham
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16,585
16,570
Loughborough University
16,195
Glasgow Caledonian University
16,120
Imperial College London
16,000
Brunel University
15,885
Aberystwyth University
15,605
University of Aberdeen
University of Essex
15,515
15,215
University of Bath
15,135
University of the West of Scotland
University tuition fees
Almost 75% of English universities
plan to charge £9,000 for at least some
courses in 2014-15. The average fee level
for 2014-15 will rise by around £150
to about £8,650
14,845
Southampton Solent University
28 November. For more information contact tim.oldman@leesmanindex.com
Bu
of
University of Central Lancashire
University of Oxford
study in isolation are often found to
be those struggling – especially among
’
m
ur
‘As technologies allow students to work
anywhere any time, university spaces
need to work harder to attract and bind
students together in a socially cohesive
ha
ty
32,510
So
often found to be those
struggling – especially
among first years. What is
most interesting, perhaps,
is that our Leesman Office
data offers clear evidence
that this is the factor that
differentiates leading
commercial organisations’
workplaces from the poor
performance ones. Yahoo’s
CEO Marissa Mayer may
have been on to something
when she said she preferred
staff to work in the office
rather than at home.
With our database
now passing 40,000
individual respondents
across 340 individual
buildings, analysis of what
characteristics separate
the highest from the
lowest achievers becomes
significantly more and
more robust. And the
nature of those activities
and physical features is
starting to point firmly
to social cohesion factors
delivering significantly
enhanced workplace
effectiveness.
When we analysed the
top and bottom 15 per
cent of buildings in our
database, we identified a
series of key areas where
high-performance spaces
consistently differ the most
from those at the bottom
of the league table.
ng
Un
University of Leeds
c e:
33,500
S our
34,595
University of South Wales
E
Lmi 0-16 = 1
The UK university market
is changing. The market
for students is now a highly
competitive one where
institutions are having to
think clearly and carefully
about the positioning and
posturing that will best
draw student attention
to select them as their
place of study. Because
universities also have to
justify the very comparable
and public price tag that
they are attaching to that
higher education.
Universities hate the idea
of students as customers,
but students see themselves
as paying. In our research,
students are adopting a
different relationship with
and attitude towards the
institution delivering the
education they are paying for.
For many universities
this is new ground. As
students become customers
and faculties the profit
centres, university estate
directors are under
increasing pressure to
understand the role of the
campus in supporting the
delivery of an educational
programme that comes
with a £9,000 fee.
A key factor in this
estate performance
evaluation and a recurrent
topic of discussion at
this year’s Design and
Management of Learning
Environments conference
in London (theme: the
user experience) was
‘stickiness’. How can the
campus attract and keep
students there, learning,
collaborating, exchanging?
As technologies allow
students to work anywhere
any time, university spaces
need to work harder to
attract and bind students
together in a socially
cohesive way.
That’s what keeps them
engaged and bound in a
collective journey through
their education. Students
who drift off campus
to study in isolation are
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No of properties by Lmi band
35,630
Manchester Metropolitan University
University of Warwick
63% av response rate
11 min av response time
40,680
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University of Nottingham
University of the West of England
With ‘social cohesion’ appearing to be a key indicator
of high-performance workplaces, what can universities
learn from commerce?
132,325
ur
40,734 respondents
Student Numbers
So
- 0.5 | hi 84.6 | lo 32.9
University of Manchester
ce
Tablet global market 2009 – 2 million units | Tablet global market 2013 – 227 million units (predicted) Source: IDC
University of London*
FF
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Learning from leaders
Lmi 59.4
University
:O
This issue: Higher Education special – market competition, cohesion, consumerism and choice
Education
by osmosis
r ce
Europe's largest measure of workplace satisfaction and effectiveness
Top 75 UK universities ranked by full-time student numbers
S ou
Issue 11
leesmanindex.com
14,750
Source: HESA
* The University of London is a federal public university in London. It comprises
18 constituent colleges, 10 research institutes and a number of central bodies.
2
Workplace
Isn’t
Working
24.10.13
©
Leesman
leesmanindex.com