Latest news with #workplaceflexibility
Zawya
11 hours ago
- Business
- Zawya
Cushman & Wakefield and Corenet Global Release New Survey Results On "What Occupiers Want"
Cost remains king, but talent, flexibility, and service are reshaping real estate strategy globally HONG KONG SAR - Media OutReach Newswire - 2 July 2025 - Cushman & Wakefield (NYSE: CWK), in partnership with CoreNet Global, the global professional association for corporate real estate, has released new survey results revealing how corporate real estate (CRE) priorities are evolving in response to cost pressures, shifting organizational models, a stabilizing office footprint, and the growing demand for workplace flexibility and service. Findings from the What Occupiers Want 2025 survey—reflecting the views of CRE decision-makers across the Americas (52%), EMEA (34%) and APAC (14%)—highlight an industry at a strategic crossroads, as companies balance traditional cost control measures with new imperatives around talent, culture, and portfolio agility. The views represent approximately 8.1 million employees globally and approximately 340M square feet of floor area. "The survey shows that while cost discipline remains essential, organizations are increasingly recognizing that real estate decisions directly impact employee experience, engagement, and overall business performance," said Despina Katsikakis, Global Lead, Total Workplace Consulting at Cushman & Wakefield. "This marks a critical opportunity for CRE leaders to shape strategies that deliver both financial and workforce value." Cost Still Reigns, but Uncertainty Dominates Decision-Making Cost control remains the top driver of corporate real estate decisions globally, as CRE leaders face continued pressure to reduce or optimize spending. Financial KPIs—particularly cost, efficiency, and space utilization—still dominate strategy. However, uncertainty looms large. Political instability, changing workplace behaviors, and unclear ROI metrics have left many organizations hesitant to act boldly. Compounding this, environmental, social, and governance (ESG) priorities—once on the rise—have slipped back to pre-2021 levels in global importance, though they remain a top concern in EMEA and APAC regions. CRE Organizational Models Are Evolving—And Metrics Must Keep Pace One of the report's most striking findings: nearly one-third (29%) of companies that recently changed their CRE reporting structure now have real estate teams reporting to Human Resources. "This shift highlights a growing understanding that corporate real estate is about people, culture, and experience—not just space and cost," said Katsikakis. "But to make this evolution meaningful, organizations need new performance metrics that link workplace investments to employee experience, engagement, and productivity—not just financial outcomes." Despite these organizational changes, most companies continue to rely heavily on traditional financial measures. The report calls for a balanced scorecard approach that bridges the gap between cost control and workforce impact. Downsizing Has Peaked as Occupiers Stabilize Portfolios After several years of footprint reduction, the era of mass downsizing appears to be over. Only 32% of companies plan further space cuts, while 1 in 8 occupiers plan to expand their footprint. Meanwhile, average office lease sizes have grown by 13% since 2023. Office utilization rates are stabilizing as well, with global occupancy levels settling between 51% and 60%—still below pre-pandemic norms but rising steadily as more firms implement structured return-to-office policies. Landlords Must Step Up as the Office Becomes a Service Tenants are demanding more from their landlords—85% of occupiers now expect landlords to provide enhanced amenities, services, and workplace experiences, and nearly half (46%) are willing to pay a premium for these upgrades. Top-tier office space commands a nearly double-digit rental premium as a result. Yet there remains a gap between expectation and delivery: only 60% of employees believe their current workplace fully supports collaboration, relationships, and culture-building—the very elements that draw people back to the office. Flexible Location Strategies Are the New Talent Imperative Flexible hiring practices are now standard, with 61% of companies adapting their real estate strategies to access diverse talent pools across multiple geographies. Regional trends show varied approaches: In the Americas, hybrid and country-level hiring dominate. EMEA firms favor selective global hiring where presence already exists. APAC leads in expanding remote hiring options. Technology talent remains in high demand, particularly in APAC, where growth outpaces that of the Americas and EMEA. The 2025 What Occupiers Want survey reveals a CRE industry in transition: while cost pressures remain paramount, leading organizations are redefining value beyond financial savings. "To drive meaningful impact, CRE leaders must champion new, integrated performance frameworks that reflect the true business value of the workplace," said Katsikakis. "Real estate decisions are no longer just about the bottom line—they're about workforce performance, culture, and competitive advantage." Spotlight: Chinese Mainland On the Chinese mainland, occupier strategies are aligning with the broader Asia Pacific trends – but with distinct local drivers. Companies continue to prioritize cost optimization and footprint efficiency, but there is a growing shift toward premium office space in core business districts, especially among financial, professional services, and high-tech sectors. Return-to-office policies are further along compared to other global markets, with hybrid models giving way to more structured, on-site work requirements. Occupiers are seeking environments that enhance collaboration, innovation, and talent retention – particularly in Shanghai, Beijing, and Shenzhen, where talent competition remains intense. "Occupiers in China are increasingly focused on quality—not just in location and amenities, but in how the workplace supports business strategy and employee wellbeing," said Jonathan Wei, Head of Project and Occupier Services, China at Cushman & Wakefield."Landlords who can deliver integrated, experience-driven environments with flexible, tech-enabled solutions are strongly positioned to attract and retain long-term tenants." Hashtag: #Cushman&Wakefield The issuer is solely responsible for the content of this announcement. About Cushman & Wakefield Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit or follow us on LinkedIn ( Cushman & Wakefield
Malay Mail
12 hours ago
- Business
- Malay Mail
Cushman & Wakefield and Corenet Global Release New Survey Results On "What Occupiers Want"
Cost remains king, but talent, flexibility, and service are reshaping real estate strategy globally In the Americas, hybrid and country-level hiring dominate. EMEA firms favor selective global hiring where presence already exists. APAC leads in expanding remote hiring options. HONG KONG SAR - Media OutReach Newswire - 2 July 2025 - Cushman & Wakefield (NYSE: CWK), in partnership with CoreNet Global, the global professional association for corporate real estate, has released new survey results revealing how corporate real estate (CRE) priorities are evolving in response to cost pressures, shifting organizational models, a stabilizing office footprint, and the growing demand for workplace flexibility and from the What Occupiers Want 2025 survey—reflecting the views of CRE decision-makers across the Americas (52%), EMEA (34%) and APAC (14%)—highlight an industry at a strategic crossroads, as companies balance traditional cost control measures with new imperatives around talent, culture, and portfolio agility. The views represent approximately 8.1 million employees globally and approximately 340M square feet of floor area."The survey shows that while cost discipline remains essential, organizations are increasingly recognizing that real estate decisions directly impact employee experience, engagement, and overall business performance," said"This marks a critical opportunity for CRE leaders to shape strategies that deliver both financial and workforce value."Cost control remains the top driver of corporate real estate decisions globally, as CRE leaders face continued pressure to reduce or optimize spending. Financial KPIs—particularly cost, efficiency, and space utilization—still dominate uncertainty looms large. Political instability, changing workplace behaviors, and unclear ROI metrics have left many organizations hesitant to act boldly. Compounding this, environmental, social, and governance (ESG) priorities—once on the rise—have slipped back to pre-2021 levels in global importance, though they remain a top concern in EMEA and APAC of the report's most striking findings: nearly one-third (29%) of companies that recently changed their CRE reporting structure now have real estate teams reporting to Human Resources."This shift highlights a growing understanding that corporate real estate is about people, culture, and experience—not just space and cost," said Katsikakis. "But to make this evolution meaningful, organizations need new performance metrics that link workplace investments to employee experience, engagement, and productivity—not just financial outcomes."Despite these organizational changes, most companies continue to rely heavily on traditional financial measures. The report calls for a balanced scorecard approach that bridges the gap between cost control and workforce several years of footprint reduction, the era of mass downsizing appears to be over. Only 32% of companies plan further space cuts, while 1 in 8 occupiers plan to expand their footprint. Meanwhile, average office lease sizes have grown by 13% since utilization rates are stabilizing as well, with global occupancy levels settling between 51% and 60%—still below pre-pandemic norms but rising steadily as more firms implement structured return-to-office are demanding more from their landlords—85% of occupiers now expect landlords to provide enhanced amenities, services, and workplace experiences, and nearly half (46%) are willing to pay a premium for these office space commands a nearly double-digit rental premium as a result. Yet there remains a gap between expectation and delivery: only 60% of employees believe their current workplace fully supports collaboration, relationships, and culture-building—the very elements that draw people back to the hiring practices are now standard, with 61% of companies adapting their real estate strategies to access diverse talent pools across multiple geographies. Regional trends show varied approaches:Technology talent remains in high demand, particularly in APAC, where growth outpaces that of the Americas and 2025survey reveals a CRE industry in transition: while cost pressures remain paramount, leading organizations are redefining value beyond financial savings."To drive meaningful impact, CRE leaders must champion new, integrated performance frameworks that reflect the true business value of the workplace," said Katsikakis. "Real estate decisions are no longer just about the bottom line—they're about workforce performance, culture, and competitive advantage."On the Chinese mainland, occupier strategies are aligning with the broader Asia Pacific trends – but with distinct local drivers. Companies continue to prioritize cost optimization and footprint efficiency, but there is a growing shift toward premium office space in core business districts, especially among financial, professional services, and high-tech policies are further along compared to other global markets, with hybrid models giving way to more structured, on-site work requirements. Occupiers are seeking environments that enhance collaboration, innovation, and talent retention – particularly in Shanghai, Beijing, and Shenzhen, where talent competition remains intense."Occupiers in China are increasingly focused on quality—not just in location and amenities, but in how the workplace supports business strategy and employee wellbeing," said"Landlords who can deliver integrated, experience-driven environments with flexible, tech-enabled solutions are strongly positioned to attract and retain long-term tenants."Hashtag: #Cushman&Wakefield The issuer is solely responsible for the content of this announcement. About Cushman & Wakefield Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In Greater China, a network of 23 offices serves local markets across the region. In 2024, the firm reported revenue of $9.4 billion across its core services of Valuation, Consulting, Project & Development Services, Capital Markets, Project & Occupier Services, Industrial & Logistics, Retail, and others. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit or follow us on LinkedIn (
Forbes
25-06-2025
- Business
- Forbes
Employability Reimagined: Talent Trade-Offs Leaders Can't Ignore
The demand for skilled workers continues to grow, business leaders are being called to revisit ... More long-standing assumptions about what drives engagement, retention and results from their teams. As macroeconomic uncertainty persists and the demand for skilled workers continues to grow, business leaders are being called to revisit long-standing assumptions about what drives engagement, retention and results from their teams. In this environment, a clearer picture is emerging: workers are weighing trade-offs. Whether it's flexibility versus compensation, career progression versus well-being, or stability versus purpose, talent are making choices that reflect their evolving priorities. While this presents new complexities, it also offers an opportunity for organizations to shape more sustainable, responsive workforce strategies. At Randstad, we recently surveyed over 5,000 workers around the world to better understand these trade-offs. What we found is that people are making thoughtful compromises, and they are open to engaging with their employers to do the same - as long as the trade-offs feel fair to both parties. A new equation is forming Across roles, regions and generations, workers are making clear, strategic decisions about what they want from work. The research shows that: 59% of workers signaled that flexibility remains cemented as a valued form of compensation, but the ... More priority has shifted from location-based to time autonomy. These trade-offs reflect a workforce that's asking sharper questions: Will this job keep me future-ready? Will it protect my well-being, and can I shape it around my life? How we as business leaders respond has a direct impact on our talent retention and organizational success. Talent trade-offs mark a strategic shift The talent trade-offs signal about how we need to evolve our leadership, our models of work and how we deliver results through teams. Conversely, organizations that listen to what workers are willing to trade, and why, stand to gain a competitive edge. Business leaders can respond in a way that aligns talent satisfaction with organizational goals in four key ways: First, invest in employability as a long-term business strategy. Reskilling and career development are not merely perks - they're foundational to engaging in talent trade-offs. Our data shows that workers who feel their skills are future-proof are more willing to stay and contribute. A key finding in this regard is that over 50% prefer skilling opportunities to location flexibility. Second, design flexibility that works for both the business and the individual. Flexibility doesn't mean unlimited choice. It means offering time autonomy where possible, articulating the purpose behind on-site expectations and tailoring work arrangements to roles and realities. Workers understand compromise and they're willing to commit where the trade-off feels fair. For example, 65% say they would expect greater time autonomy if asked to return to the office full-time. Support people through leadership, not just policy. The data is clear: manager support is one of the strongest drivers of long-term retention. 68% of workers say receiving this kind of support is a key reason to stay in a role long term. Leaders who communicate clearly, develop their teams and model values in action are more likely to keep talent motivated and aligned. Leading in a negotiated era of work: We are in a period where the workplace dynamic is becoming more two-sided: not in opposition, but in a position of collaboration, where workers and businesses are open to benefiting from trade-offs. Those who succeed won't be the ones offering the most, but the ones offering what's most relevant: the right balance of opportunity, support, and flexibility. In shifting markets, trust becomes a strategic asset. And trust is built not through rigidity, but through responsiveness. By strategically making the most of this moment of trade-offs as one of strategic realignment, we can shape a more resilient, productive future of work, one based on shared understanding.
Forbes
17-06-2025
- Business
- Forbes
Companies Need To Modernize Their Parental Leave Policies
Cynthia McEwen is the Vice President of People at women's health benefits company Progyny. According to a 2023 U.S. Office of the Surgeon General Advisory, nearly 50% of parents said they experienced overwhelming stress most days. But when it comes to employer-provided support, such as parental leave policies, many modern workplaces aren't offering what these caregivers need. Traditional leave policies often fail to account for the wide range of family structures and birth-related situations that exist today. Adaptable parental leave policies are more than a benefit. They're a strategic imperative for employers seeking to attract and retain talent. Let's examine these challenges and determine how employers can effectively address them, ensuring both employee support and a strong bottom line. Caregivers who adopt or foster children face unique challenges. For example, the legal processes involved in pursuing this path require extensive preparation, including up to six months of in-person appointments that often take place during business hours. International adoptions present additional challenges, like extensive travel and even more complex legal procedures, that don't always align with conventional leave timeframes. Meanwhile, foster placements often occur at a pace that makes it impractical to adhere to standard leave policies' advanced notice requirements. Companies can alleviate these challenges by offering more flexible parental leave policies that accommodate home studies and training, travel and last-minute placements in fostering households. Other useful support for easing the transition to parenthood are financial assistance for adoption-related expenses, access to counseling and parent-focused employee resource groups. Birth complications highlight the additional inadequacy of many parental leave policies. According to a 2023 study on maternal health, women are still at risk for developing serious health conditions after the standard postpartum period of six to eight weeks. These may result in extended recovery periods, frequent medical follow-ups and a need for additional caregiving support. Meanwhile, the non-birthing parent must be able to provide the necessary emotional and logistical support. However, many postpartum care services end after six weeks, leaving parents without the resources they need. Supporting employees through birth complications requires a multifaceted approach. Return-to-work assistance, for example, helps reduce absenteeism, improve retention and mitigate long-term career setbacks. Offering extended leave or flexible work arrangements for employees whose partner is in postpartum recovery can help improve health outcomes for both parents and reduce stress during an already challenging time. Additionally, benefits must go beyond medical care. Mental health support, such as access to employee assistance programs, is particularly vital because psychological distress is a significant factor in maternal morbidity and mortality. By addressing both medical and emotional needs, employers can foster a more supportive environment for all parents affected by birth complications. In many cultures, childbirth is a communal experience where extended family plays a major role in postpartum care. Parental leave policies that fail to consider these cultural norms may force employees to choose between their professional responsibilities and deeply rooted traditions that support maternal and family well-being. By accommodating cultural birth-related practices—whether through adequate paid leave, flexible return-to-work options or childcare-related resources—companies can demonstrate respect for all parents. There are many family structures beyond the stereotypical two-parent household, such as single-parent households, blended families and families formed through surrogacy. But traditional parental leave policies rarely address these families' specific circumstances. For example, if a single parent is responsible for all caregiving duties, they may have greater time off needs than someone with a co-parent or a strong support system. Parents with blended families may need flexibility to accommodate legal arrangements, while families formed through surrogacy often need additional time for the emotional adjustments associated with welcoming a child. When companies provide parental leave, they should consider all paths to parenthood and different ways that families form. Policies that are paired with back-to-work transition support, new-parent educational resources and other tools help create a workplace culture where individuals can thrive both professionally and personally. As we continue to redefine what it means to "work well," let's ensure parental leave policies evolve to meet the needs of today's workforce. Anything less risks perpetuating inequities and forfeits the opportunity to build truly empowering workplaces. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
The National
28-05-2025
- Business
- The National
‘Well-settled' UAE employees demand personalised and long-term work benefits
The shift in the UAE's workforce to being more long-term, settled and multigenerational is leading to a change in employees' expectations around workplace flexibility, personalisation and long-term support, a report from professional services firm Marsh and global consultancy Mercer has found. The workforce now consists of four generations in one organisation, especially in academia, Adel Alderi, senior consultant at Mercer Marsh Benefits, told The National. "You have Gen Z coming in, millennials and Gen X, and you still have some baby boomers, especially in executive positions," he said. "The multigenerational demographic change has led to the emergence of two major trends. On one hand, there is growing demand for flexible benefits that take into consideration the individual needs of these different demographics. On the other, you have a growing need for long-term care." Half of employees in the Emirates said that flexible schedules – such as compressed workweeks – would be helpful, although only 33 per cent currently receive them. The same proportion (49 per cent) consider flexible retirement options as important, but only 26 per cent said these are available through their current employer, according to Mercer Marsh Benefits' 2025 Health on Demand report. The study polled more than 18,000 employees across 17 markets, including the UAE. There is also strong interest in 'proactive, preventive and tiered benefit options', the report found. Around 81 per cent of UAE employees would be happy if their employer helped them plan for long-term health and care needs. Another 80 per cent would welcome financial incentives for engaging in preventive care, while 76 per cent would appreciate the ability to pay more for enhanced or additional coverage, the findings showed. While the younger generation prefers flexibility around working hours and working from home, the older generation wishes to have flexible pension plans, Mr Alderi said. They also want additional medical benefits, such as dental, optical, telemedicine, alternative medicine or mental well-being support, he added. Many employees also said their current cancer-screening benefits are not enough and want their employers to be involved in covering travel expenses related to treatment abroad, the survey found. "The more you understand your employees' demographic mix and the more you condition your employee value proposition to what they want, the more successful you become in retaining and attracting talent," Mr Alderi said. Growing pressure to return to the office could be a tipping point Michael Page, Talent Trends 2025 report Most companies in the UAE paused hiring in the first quarter of 2025, choosing instead to operate with existing staff, recruitment company Cooper Fitch said in a report last month. The country recorded a 1.25 per cent increase in hiring activity in the January-March period, compared to the previous three months, with employers prioritising efficiency over headcount growth. This indicates a maturing market shifting from volume hiring to strategic recruitment, the consultancy said. With the introduction of corporate tax, surging commercial rents, service fees and salary increases driven by the cost of living, the era of double-digit profitability for businesses, particularly in certain sectors, is reducing. To remain profitable and expand, organisations are looking at who they want to retain, according to Cooper Fitch. Employees in the Emirates are also increasingly focused on financial well-being, with more than half (53 per cent) expressing concern about their ability to retire comfortably, while another 52 per cent were worried about affording a home, the Marsh-Mercer survey found. Almost two thirds (or 62 per cent) of UAE employees said they can personalise their benefits package, however falling short of the global average of 78 per cent, the report identified. Nearly half (48 per cent) of UAE employees also report feeling stressed most days at work – above the global average of 45 per cent. At the same time, 58 per cent said they are 'actively looking for a new job', reinforcing the link between mental health pressures and retention risks, the report warned. A separate report by consulting firm Korn Ferry on Tuesday found that the rising cost of living in the Emirates is placing pressure on employee expectations. Many workers feel their compensation has not kept pace with rising expenses, particularly in housing and education, a survey of more than 15,000 professionals across 10 global markets revealed. Pay, benefits and growth remain key motivators for change. Eighty per cent of employees in the UAE said they would consider switching jobs for better pay, the poll found. A separate report from recruitment consultancy Michael Page on Wednesday showed that despite economic uncertainty, 77 per cent of UAE professionals are "actively exploring" new job opportunities, compared to 65 per cent in 2024. Salary negotiations have also reduced, with only 49 per cent attempting to secure a raise from 61 per cent last year. This is a clear sign that workers are "opting to leave rather than engage in difficult conversations", according to its Talent Trends 2025 report, which polled over 50,000 professionals globally. The "growing pressure to return to the office could be a tipping point". While only 34 per cent currently work hybrid, 53 per cent of employees said they would consider quitting if asked to increase their in-office presence, the Michael Page report said.
