New Work Studies: An overview of the state of the art

The world of work is currently undergoing a comprehensive transformation, characterized by the increasing prevalence of home offices, hybrid working models and desk sharing. These developments have not only changed the way companies work, but also the values and attitudes of their employees. The pandemic has accelerated this change and established new working models. But what opportunities, challenges and long-term effects arise from this?

In this blog article from Flexopus you will find a compilation of current studies and research results on New Work, home office and hybrid working models as well as desk sharing and digitalization. Regional and global trends, productivity, satisfaction and the future of modern working environments are examined.

Please note: Our goal is to give you a diverse, informative and as comprehensive insight into the future of work as possible. However, this blog article only presents a selection of studies and does not claim to be complete. Should you, however, miss an important aspect or a relevant study, please do not hesitate to contact us – we will continuously update the article to provide you with the most current and relevant information.

Home office and mobile working

Statista, 2024

Topic area: Recording home office use, its advantages and disadvantages, and work preferences in Germany. 

‍Key summary:
The study provides detailed information on the use and prevalence of home office options in Germany and worldwide. Of the people surveyed in Germany, almost 80% said they work from home at least once a week. Of particular interest are the role of home office options in employer choice and their significance for different generations. 32% of Generation Z respondents stated that they value flexibility through remote/hybrid work and working hours when choosing a job. It is particularly noteworthy that the desire for a flexible workplace or at least equivalent home office and office is over 55% across all age groups. However, such an offer also entails far-reaching implications and challenges. The key changes include greater flexibility in everyday working life, productivity in the home office and the challenge of hybrid meetings. However, technical standards are required to take advantage of these opportunities. These include internet and broadband availability in households, the use of mobile devices and communication channels. Tools such as Zoom or Microsoft Teams are also of great importance for smooth collaboration.

Link to the study (as of January 8, 2025)

New Work: Home Office & Mobile Working

Statista, 2021

Authors: Bernhard Weidenbach

Topic area: Impact of the pandemic on home office use and long-term changes in the world of work. 

Key summary:
The Corona pandemic has led to home office becoming the central form of work rather than an exception, especially in office and service jobs. The advantages of flexible working models such as time savings, flexibility and better work-life balance became clearly visible. At the same time, disadvantages such as social isolation and the mixing of work and leisure time also became apparent.

Technical challenges often led employees to use their private devices for work. Training was rare, so employees had to learn new tools on their own. However, the flexible working hours made possible by working from home often led to overtime and made it difficult to switch off after work.

The future lies in hybrid models. A combination of office and home working is preferred, which makes new residential options outside of cities more attractive. Managers assess the confidence and productivity of employees working from home positively. In addition, the pandemic has led to long-term changes in working practices and living preferences.

Link to article (as of January 8, 2025)

Trends in the world of work

Statista/XING/kununu, 2024

Authors: Theresa Käufer & Jule Frein

Topic area: Examines trends in the world of work such as hybrid working, home office and desk sharing. 

Key summary:
The home office has become an established part of everyday working life. More than half of employees can now work from home. This opportunity is especially appreciated by younger generations. For many members of Generation Z and Millennials, the possibility of working from home is a decisive factor in choosing an employer.

The increased use of home offices has led to an increase in office vacancies, especially in large cities. Many companies are reducing their office space to save costs and are opting for smaller, more flexible workplace concepts.

Most companies now require a minimum number of attendance days, but are flexible when it comes to implementing individual requests. Hybrid models that provide a mix of office and home working are now standard. Some companies offer additional incentives in the form of "workation" days, which allow employees to work from abroad. A full return to the office is the exception.

When designing new office concepts, flexibility is a top priority in order to optimally support hybrid working models. Innovative spatial elements are used to meet changing needs and promote collaboration.

Link to article (as of January 8, 2025)

New Work: Working Hours & Work-Life Balance
Bernhard Weidenbach, Statista, 2024

Authors: Bernhard Weidenbach

Topic area: Comparison of working hours in Europe, changing values due to home office and work-life balance. 

Key summary:
More and more employees in Germany are willing to reduce their professional obligations in favor of greater involvement in family life. Experiences with working from home during the pandemic have shown that work and private life can be better combined, especially through greater flexibility.

However, it is clear that women are under greater pressure because they still bear primary responsibility for the family and household. This resulted in a significant deterioration in quality of life and job satisfaction.

Overall, during the pandemic, many people's own health and job security became more important than a good work-life balance. However, working from home has positively changed the everyday lives of many by saving time and providing flexibility.

In the future, many people strive for a healthier life. Around half of those surveyed are considering career changes. Some also wish to take a sabbatical year. For students, job security is a decisive criterion when choosing an employer.

Link to the study (as of January 8, 2025)

Home sweet home office – study on location-independent working

PwC, 2023

Authors: Katja Lawrence, Isabella Sophia Maurer, Dominik Rybka, Lukas Mayer, David Rouven Möcker, Rita Marie Roland

Topic area: Analysis of long-term productivity and satisfaction in the home office as well as changes in office space.

Key summary:
The study shows that location-independent work has taken a firm place in the world of work since the pandemic. Currently, 62% of employees spend at least one day per week working from home. 79% of them would like to do this permanently. The home office has become a central component of flexible working models. It not only increases productivity but also increases employee satisfaction. The survey shows that 94% of employers consider productivity in the home office to be equal to or higher than in the office. In addition, 71% of employees report that their quality of life has improved and 72% report an optimized work-life balance.

Despite these advantages, companies face challenges: The biggest challenges for companies continue to be in the areas of information sharing, collaboration, distractions in the home environment and inadequate equipment for home offices. Another risk is the loss of team connection when working frequently from home, which particularly affects young professionals. Companies are therefore required to take measures to promote employee engagement and create a balance between working from home and on-site teamwork.

With regard to the occupancy rate of office space, it can be seen that this is on average only 45%. The majority of companies therefore adapt their office space, although the total area is rarely reduced. Rather, the focus is on creating sustainable and employee-friendly working environments and innovative floor plan concepts. The focus is on the quality of the space, particularly with regard to sustainability and the well-being of employees.

The study shows that the future of work is a long-term transformation process. Companies are required to design their work models holistically, taking people, space and technology into account in an interdisciplinary manner in order to establish flexible and sustainable working environments.

Link to the study (as of January 8, 2025)

Desk sharing: Survey on psychological stress, strain and consequences of strain

Institute for Work and Health of the German Social Accident Insurance, 2024

Authors: Franziska Grellert and Marlen Cosmar, Institute for Work and Health of the DGUV (IAG)

Topic area: Examines various aspects of desk sharing such as work organization, work environment, work equipment, advantages and disadvantages, social aspects.

Key summary:
The introduction of desk sharing is already common practice in many companies. Over a quarter of companies rely on flexible workplaces, and around 40% plan to do so in the future. The jobs are often provided for 50–75% of the employees. The organization is done either through agreements within the team, via booking systems or through spontaneous job searches on site. The daily time required to search for and set up a workstation is usually less than three minutes. Desk sharing is often associated with clear usage rules, such as the obligation to clean up after use.

Depending on the company, the working environment includes different office types such as open-space concepts, individual or smaller shared offices. Ergonomic work equipment is usually available, as are retreat areas for concentrated work. However, this option is only available to about half of the employees. The volume is perceived as pleasant by over 40% of respondents, while 25% find it disturbing. Almost all respondents can use suitable rooms for meetings, although these often have to be reserved.

The social effects of desk sharing vary: around a quarter of employees say that collaboration within a team or with colleagues from other departments has become easier. For the majority, however, little has changed. At the same time, around one-third report stress due to the lack of a permanent workplace or the daily re-arrangement, while two-thirds do not find this disturbing. Only a minority expresses concern about not finding a suitable place.

With regard to productivity, it can be seen that it remains unchanged for half of the employees. Around 30% of respondents reported experiencing negative effects, while 20% perceived positive effects. With regard to health, it appears that 60% of respondents do not report any impairments. However, a quarter report negative effects. The results show that desk sharing offers potential in terms of flexibility and space savings. However, successful implementation requires careful planning and good equipment to promote acceptance and efficiency.

Link to article (as of January 8, 2025)

Prevalence and impact of mobile work and home office

Federal Ministry of Labour and Social Affairs, 2020

Authors: Holger Bonin, Werner Eichhorst, Jennifer Kaczynska, Angelika Kümmerling, Ulf Rinne, Annika Scholten, Susanne Steffes

Topic area: Long report by the Federal Ministry of Labor and Social Affairs on studies and statistics on home office and mobile work.

Key Summary:
Working from home offers a number of benefits, including higher job satisfaction, more flexibility, and increased productivity. Companies benefit from improved employer attractiveness and greater accessibility. At the same time, risks must be taken into account, such as stress caused by the mixing of work and private life and lower levels of workplace involvement, particularly among women with family responsibilities.

In 2019, 24 percent of employees occasionally worked remotely, with around 40 percent preferring this option. Employers’ consent is often lacking. A legal right to mobile working is welcomed by 60 percent of employees because it could contribute to improving their working conditions. An international perspective reveals significant differences.

The temporary change in working conditions led to a sharp increase in the proportion of people working from home. In 2020, 36 percent of employees worked from home. Many would like to see a continuation of hybrid models that combine home office and on-site work. Companies are becoming increasingly open to flexible working arrangements.

In the long term, the pandemic could pave the way for location-flexible working. Nevertheless, key challenges such as stress, isolation and the need for clear regulations must be addressed.

Link to article (08.01.2025)

Work in Transition: Hybrid Work, Workation and the Office of the Future

Deloitte, 2022

Authors: Juliana Wolfsberger, Barbara Kellner, Christian Korunka, Bettina Kubicek with editorial assistance from Armin Nowshad, Gina Grassmann & Theresa Kopper

Topic area: Flexible working study with current figures on home office use & attractiveness and new workplace concepts.

Key summary:
The number of hours spent working from home has increased. While before the pandemic, only one home office day per week was usually possible, today many employees work from home two to three days. The planning of home office days is flexible, with fixed days rarely agreed upon. To comply with legal requirements, 62% of companies record home office days via systems.

Home office has become increasingly important for employers. On the one hand, it increases the attractiveness of the company as an employer, and on the other hand, it expands the talent pool, as applicants from greater distances can be considered. Companies are increasingly under pressure to offer more flexibility. Social interaction in the office remains of great importance to strengthen the sense of belonging and corporate culture.

In many cases, productivity was increased during the pandemic through more efficient meetings and fewer interruptions. In the long term, however, a lack of personal interaction can lead to impaired performance. The hybrid way of working has a negative impact on communication. The opportunities for informal exchange and cross-departmental communication are limited by the hybrid way of working, as virtual formats do not completely replace the office. Trust has increased during the pandemic. However, to optimize collaboration, clear rules for hybrid working are necessary. Currently, not all companies have comprehensive policies in place.

Office design must be adapted to the requirements of hybrid working arrangements. The technical equipment for hybrid meetings is already widespread, but only a few offices are optimized for the new requirements. The consideration of ergonomic aspects in the home office is often less pronounced than in companies that pay attention to ergonomic workplaces in the office.

Managers need to build trust with their employees, measure results, and support their teams outside of working hours to ensure successful collaboration in a hybrid environment.

The possibility of workation is becoming increasingly popular due to the flexibilization of the working world. It increases the attractiveness as an employer and promotes employee motivation. In addition, the creativity and productivity of employees is increased. The increased coordination effort, time differences and potentially reduced team communication are challenging. Companies are required to develop clear guidelines and legal safeguards to clarify uncertainties regarding taxes and labor law.

Link to article (as of January 8, 2025)

The New Era of Hybrid Work

Steelcase, 2022

Authors: Steelcase

Topic area: Global study measuring the impact of hybrid working on job performance, work-life balance, and employee well-being.

Key Summary:
Although companies offer their employees salary increases and flexible working models such as hybrid work, they often do not meet the emotional needs of employees. The study shows that the design of work spaces plays an essential role in conveying values and creating community. A positive attitude towards office work leads to higher productivity, stronger commitment to the corporate culture and longer company retention.

Another finding of the study is that employees are willing to exchange home office days for their own workstations in the office, provided they have more privacy, comfort and control in the office. In addition, there is an increase in the need for private work spaces as more and more video calls are made. For successful hybrid working, it is recommended to increasingly orient offices towards hybrid meetings and private spaces.

Link to article (as of January 8, 2025)

From Mandate to Magnet: The Race to Reimagine Workplaces and Workspaces for a Hybrid Future

Cisco, 2024

Authors: Cisco

Topic area: Global study that examines hybrid work trends in 2024, presents results of employee and employer surveys, and makes recommendations.

Key Summary:
72% of employees are positive about returning to the office, with more than half of respondents believing their offices are not sufficiently prepared for hybrid work. The biggest challenges are inadequate network connectivity, limited collaboration with external teams and inadequate equipment.

Employees want better technology, more private spaces, and an office design that promotes collaboration and flexibility. Two-thirds of respondents call for better infrastructure for different types of work.

Hybrid work is seen as an opportunity to create more productive and engaging workplaces. The following key trends can be identified for 2024: Updating meeting rooms, adopting hybrid work technology, modernizing office design, and integrating sustainable and environmentally friendly features are measures that will help organizations create offices that meet the needs of their employees.

Link to article (as of January 8, 2025)

Employees are ready for hybrid work, are you?

Cisco Global Hybrid Work Study, 2022

Authors: Cisco

Topic area: Global hybrid work study that presents the effects of hybrid work and explains key findings.

Key summary:

A survey of 28,000 full-time employees shows that work results, well-being, work-life balance and personal satisfaction have increased. However, it turns out that only about a quarter of companies are fully prepared for hybrid working. There is therefore still considerable room for improvement here.

Corporate culture plays a central role. Three-quarters of employees are calling for a redesign of the corporate culture to make hybrid working inclusive. Flexibility, employee well-being and work-life balance are essential factors. There is also potential for optimization in communication between managers and employees.

Leaders must invest in culture, communication, technology and infrastructure to succeed in the hybrid world of work. Employees want a balance between office work and remote work, with offices increasingly being used as meeting places for collaboration and social interactions. Companies must rethink their offices to meet the demands of the hybrid working world.

Link to article (08.01.2025)

The future of work after COVID-19

McKinsey Global Institute, 2021

Authors: Susan Lund, Anu Madgavkar, James Manyika, Sven Smit, Kweilin Ellingrud, Mary Meaney, Olivia Robinson

Topic area: International study that deals with new work trends and the effects of hybrid work.

Key Summary:
The changes in the world of work brought about by the COVD-19 pandemic are of a lasting nature. A study in eight countries shows that trends such as remote work, e-commerce and automation are here to stay and will fundamentally reshape labor markets by 2030. The greatest losses are seen in jobs with a high proportion of physical work, particularly in the catering, retail and customer service sectors. In contrast, computer-based activities are increasingly being converted into remote work.

The study identifies ten work areas based on physical proximity and interaction requirements. The study concludes that areas such as leisure and travel could shrink in the long term as work models change and more processes become automated. External production such as construction or agriculture, however, remains stable. Office jobs in particular are increasingly being worked from home, which currently affects one-third of employees in developed countries.

By 2030, more than 100 million people worldwide will have to change their profession, especially in low-paying jobs. Highly skilled jobs are expected to increase, while middle and low-paid jobs will decrease.

The pandemic has shown that rapid action and adaptability are possible. Companies can restructure work, focus on tasks and create innovative qualification paths. Political support, such as the expansion of digital infrastructure and more flexible labor market regulations, is crucial.

Link to article (as of January 8, 2025)

Hybrid Work Is the New Remote Work

Boston Consulting Group, 2020

Authors: Christoph Hilberath, Julie Kilmann, Deborah Lovich, Thalia Tzanetti, Allison Bailey, Stefanie Beck, Elizabeth Kaufman, Bharat Khandelwal, Felix Schuler, and Kristi Woolsey

Topic area: Examines the hybrid working model and describes various strategies for making hybrid working models sustainable.

Key Summary:
Hybrid work has established itself as the new norm and will assert itself as a working model in the long term. Employers are required to organize remote work efficiently and develop hybrid models that flexibly combine on-site and remote work. These models attract talent, promote innovation and create added value.

It is crucial to ensure sustainable remote work. Although remote work is generally productive, it does pose certain challenges, such as stress and unequal opportunities. Companies should introduce measures such as home office subsidies or flexible arrangements to create equal opportunities and fairer working conditions.

Managers need to be trained in virtual communication and emotional intelligence to lead teams effectively. At the same time, it is crucial to ensure that employees’ mental and physical health is taken care of. This can be achieved, for example, through programs to improve the balance between work and family life.

Companies should use the current crisis as an opportunity to redefine their working methods. Promoting agility, digitalization and flexible structures, such as bionic organizations or cloud-based systems, enables innovation and geographical flexibility.

Hybrid models require agile methods and intelligent workspaces. The use of technologies such as sensor-based workstations and digital systems can increase flexibility and efficiency and reduce costs.

Hybrid working models offer the opportunity to increase productivity and flexibility. Companies that focus on equal opportunities, strong leadership and employee well-being are well positioned for the working world of the future and can secure competitive advantages.

Link to article (as of January 8, 2025)

Amid spiking burnout, workplace flexibility fuels company culture and productivity

Future Forum Pulse, 2023

Authors: Future Forum Pulse

Topic area: Examines the effects of workplace flexibility on various aspects of the employee experience and organizational culture.

Key Summary:
Introducing flexible working options strengthens corporate culture. Employees who have flexible working models feel more connected to their teams, managers and company values. The survey identified flexible working policies as the most important improvement to corporate culture over the past two years.

The results show that 42% of employees are affected by burnout. Insufficient flexibility can increase the risk of burnout by 43%. Satisfied employees are less stressed and more productive.

Flexible working time models increase productivity by 39% and improve concentration by 64%. Rigid working hours have a negative impact on stress levels, work-life balance and willingness to quit.

Corporate culture and transparency: Flexible employees rate the corporate culture more positively (+57%) and benefit from transparent communication, which significantly increases employee satisfaction. A lack of transparency leads to an increased willingness to switch. Companies that use modern technologies promote productivity and satisfaction of their employees. In companies with outdated technology, the risk of burnout is 31% higher.

Access to flexibility is often linked to a higher position. For example, 75% of managers, but only 41% of skilled workers, have flexible working hours. Furthermore, differences are evident in terms of gender, parenthood and ethnicity.

The main motives for doing office work are collaboration with others (33%) and team spirit (23%). Managers place more value on being present with superiors, while for non-managers, team cohesion is the most important thing.

The study also shows that people suffering from burnout are 3.4 times more willing to change jobs. The group of employees particularly affected consists of young employees and women. 48% of those under 30 and 46% of women are affected by the problems mentioned. The introduction of flexible working models could reduce the number of burnout cases and fluctuation.

The surveys were conducted between November and December 2022. A total of 10,243 full-time office workers from six countries were surveyed on flexibility, corporate culture and working conditions.

Link to article (as of January 8, 2025)

Japan Office Occupier Survey – Work Beyond COVID

CBRE Research 2022

Authors: CBRE RESEARCH

Topic area: Examines hybrid working models and flexible office solutions in Japan.

Key Summary:
Two years into the COVID-19 pandemic, Japan is witnessing a dramatic shift in working styles and office space usage. It is expected that these changes will not be temporary but will become established as the new norm in the post-pandemic world.

70% of companies plan to introduce hybrid working models after the pandemic, combining both remote work and office work. However, 30% of companies are aiming to return to the traditional model of full office presence. The majority of companies with a hybrid work model plan to have office presence between 70% and 90%.

Office occupancy will decrease due to hybrid working, resulting in fixed desks increasingly being converted into desk-sharing models. Before the pandemic, the average number of employees per desk was 1.06. After the pandemic, this value will rise to 1.32. Only 24% of companies plan to reduce their office space. This suggests that in most cases the surplus space is used for other purposes and is not returned.

Excess office space is primarily used for telephone and web conference rooms, concentration zones and communication areas. Companies are increasingly realizing that communication suffers during the remote work model. Therefore, the focus is now on promoting communication in the office. Furthermore, 28.6% of companies intend to introduce flexible offices or expand their use.

The clearer purposes for being in the office mean that companies are becoming more selective in choosing office space. The increasing demand for higher-quality office buildings is a direct consequence of the increase in hybrid working.

The health and well-being of employees is the top priority of the ESG criteria. This is a crucial prerequisite for long-term growth in the post-pandemic economy. Environmental aspects currently play a subordinate role. However, we expect them to be increasingly integrated into office strategies in the coming years.

Link to article (as of January 8, 2025)

From remote to hybrid work

KPMG, 2021

Authors: Steven Anthony & Grace Wang

Topic area: Using learnings from Corona-related remote work to establish sustainable hybrid working models.

Key Summary:
The changes in the world of work brought about by the COVD-19 pandemic have led to hybrid working becoming the new norm. For 87% of companies, the future is a mix of office and remote work. The focus is less on where work is done, but rather on how work can be designed. This requires comprehensive digitalization and transformation of operational processes. Finance departments have successfully implemented digital processes such as virtual quarterly report closing and will continue to do so in the long term.

However, the new working reality brings with it both challenges and opportunities. Technological solutions such as VPNs and collaboration tools have increased the productivity of many teams. However, they are often inadequate for creative tasks such as brainstorming. Employees report an increase in workload, a reduction in teamwork and an increasing risk of burnout.

To meet these challenges, a long-term transformation of the way companies work is necessary. This includes reducing office space in favor of investing in digital tools, promoting flexible working structures and increasing the use of automation. Technologies such as cloud solutions, collaborative platforms and, in the future, VR and AR applications will play a central role in shaping the world of work.

To successfully enter the future, companies must holistically link technology, organization and operating models. Only in this way can they create a productive, efficient and employee-friendly working environment that meets both current requirements and long-term challenges.

Link to article (08.01.2025)

State of Hybrid Work

OWL LABS, 2023

Authors: Owl Labs

Topic area: Present the current status and trends on hybrid work in Sweden, Norway, Finland and Denmark.

Key summary:
The study on the world of work in the Nordic countries shows that flexibility is a crucial factor for the future of work. 63 percent of the employees surveyed demand the right to work from home and are critical of traditional work requirements. Hybrid work is widespread, but technical problems and a lack of informal feedback create stress for employees and employers. At the same time, 48% of employees express a desire for a 4-day week and are willing to forgo salary. It is crucial for companies to integrate modern technologies and offer flexible working models. This is the only way they can meet the needs of their workforce and be successful in the long term.

Link to article (as of January 8, 2025)

Home office and mobile working?

Konstanz Home Office Study, 2024

Authors: Florian Kunze, Kilian Hampel, Sophia Zimmermann

Topic area: Brief overview and statistics on the current home office study in Germany.

Key summary:
The latest wave of surveys from the Konstanz Home Office Study shows that home office and mobile working are firmly established and shape everyday working life. The desire to work from home remains at a high level (an average of 2.64 days per week). Hybrid working models are preferred. Nevertheless, managers and employees show significant differences in their attitudes: Managers more often see problems with efficiency and communication in mobile working. So far, return obligations are rare (22% of companies). However, they lead to a noticeable burden on employees. In addition, when choosing a job, people are increasingly looking for the possibility of working from home. Employers are required to offer flexible models in order to remain attractive to employees.

Link to article (as of 08.01.2025

New Work (tools, collaboration, leadership)

Lufthansa Industry Solution, 2024

Authors: Lufthansa Industry Solution

Topic area: Investigation into how digitalization and new technologies have sustainably changed the world of work, which skills and adaptations this requires and how companies can become more efficient and future-proof through “New Work” concepts.

Key summary:
The advancing digitalization and the use of new technologies have led to a lasting change in the world of work in recent years. The coronavirus pandemic has further accelerated the trend toward organizing work outside the traditional office. This development presents new challenges for both employees and employers. The world of work is increasingly shaped by digital tools and new working methods, which is summarized under the term "New Work".

The introduction of new IT tools such as MS Office 365 leads to a change in the way of working, which requires new skills from employees. It is crucial that employees are adequately trained and that the use of the tools is supported through ongoing support. The acceptance of new technologies depends less on age, but rather on the previous experiences and social background of the employees in the work environment. It is particularly important that companies seek dialogue at an early stage and gain so-called "early adopters" who can engage others through their experiences with the new tools.

Digital solutions also offer great potential in human resources. The automation of processes such as payroll or travel expense reports can help relieve the burden on HR departments while increasing efficiency and transparency. The role of the HR manager is increasingly evolving from pure administration to the active support and development of employees. Modern HR tools enable more precise monitoring of employee needs, leading to more informed and faster decisions.

For managers, digitalization means even greater responsibility. They are required to actively drive the transition to New Work, to place trust in their employees and to ensure that working from home runs smoothly. A suitable technical infrastructure as well as the ability to maintain social ties and team dynamics are crucial. The manager must learn to create trust even from a distance and at the same time promote a strong team spirit.

However, the introduction of digital working methods presents companies with a long-term challenge. Companies need to build a stable digital infrastructure, enable collaboration in the cloud, and continuously support change. Even after the pandemic, collaboration tools such as Microsoft Teams will remain a central part of the working world. Companies that actively address these changes can increase their efficiency, remain competitive and future-proof.

Link to article (as of January 8, 2025)

New Work (Figures, Data, Facts)

Institute for Applied Work Sciences, 2023

Authors: Institute for Applied Work Science

Topic area: Concept of New Work, as a redesign of the world of work and its implementation as an optimization of existing work models, with a focus on flexibility, digitalization and sustainable corporate culture.

Key summary:
New Work is a term that shapes the modern world of work and was originally developed by the philosopher Frithjof Bergmann. It stands for a redesign of work that should enable more self-determination, freedom and community. Bergmann's vision was to combine paid work, personal vocation and self-employment into a fulfilling life.

Today, the focus of New Work has shifted: instead of a radical transformation, the focus is on optimizing existing work. Flexible working hours, digital tools and participatory leadership are key to making work meaningful and productive. Adapting to trends such as digitalization, demographic change and globalization is essential.

New Work is often used as a collective term for modern work concepts that aim to reconcile employee needs, self-realization and company success. These include agile structures, new compensation models such as "New Pay" and modern working environments. However, ifaa points out that real change requires more than just superficial measures - it requires a profound cultural shift.

Bergmann's original values such as meaningfulness and self-realization often play a subordinate role in practice. Nevertheless, New Work remains a long-term process that requires an appreciative attitude and continuous development. Companies must actively work on sustainable solutions to make the world of work fit for the future.

Link to article (as of January 8, 2025)

The transformation to a hybrid working world – Results report of the Konstanz Home Office Study 2020-2022

University of Konstanz

Authors: Prof. Dr. Florian Kunze & Sophia Zimmermann

Topic area: Impact of hybrid working models and mobile working on emotional commitment, trust, leadership practices and employer attractiveness of companies.

Key Summary:
In June 2021, the Konstanz Home Office Study showed that 27 percent of respondents perceived a reduced emotional connection with their colleagues since the beginning of the pandemic. This effect was particularly pronounced among people who worked at home (33 percent) compared to people who worked predominantly in the office (21 percent). These changes also affected trust in managers, as 10% of respondents reported that their manager trusted them less. Employees in hybrid working models were particularly affected (14%).

The study also highlights changes in leadership practices. Employees expect clear targets and individual support, which, however, are not always met. Less than 50 percent of respondents said they experience these expectations in practice, which highlights the challenge for managers when it comes to remote working.

After the end of the home office requirement in March 2022, many people continue to prefer digital meetings. 48 percent of respondents stated that the majority of their meetings take place digitally. This form was perceived as efficient and less stressful.

The productivity and exhaustion of managers and employees were also examined. Managers rated their own productivity higher than that of their employees, even though their emotional exhaustion had increased.

Presence work remains important, especially in creative work processes. 40 percent of respondents considered personal interactions to be crucial, but the coordination of face-to-face times was not yet sufficiently established, which made exchange difficult.

The study also shows that mobile working is becoming increasingly important for employer attractiveness. In 2020, more than half of respondents said they pay attention to home office options when choosing a job. Companies that offer more flexible working models can increase their attractiveness.

The study also shows that mobile working is becoming increasingly important for employer attractiveness. In 2020, more than half of respondents said they pay attention to home office options when choosing a workplace. Companies that offer more flexible working models can increase their attractiveness.

Finally, the trend towards working from abroad was discussed: 34 percent of respondents believe it is possible to work from abroad as part of mobile working. Programs like BASF’s “1000 Satellites” offer new flexibility here. Overall, the study shows that hybrid and mobile working models will play a central role in the future and that companies must invest in them to remain successful and sustainable.

Link to article (as of January 8, 2025)

Home office and the future of offices: Flexibility, reduction and potential for repurposing

Ifo, 2024

Authors: Simone Krause, Andreas Trumpp, Tobias Dichtl, Susanne Kiese and Alexander Rutsch

Topic area: How the introduction of home offices and hybrid working models is changing office space requirements, leading to a reduction in office space and desk sharing.

Key summary:
The establishment of home offices and hybrid working models is leading to a fundamental change in the requirements for office space and is therefore having a significant impact on the office market. Companies are reducing their office space, increasingly relying on desk sharing and expanding meeting and social spaces to promote personal exchange. Large service companies in particular are adapting their office concepts, modernizing their equipment and optimizing their IT infrastructure.

As a result of the declining demand for office space, opportunities to convert office buildings, particularly into residential space, are becoming increasingly important. In the seven largest German cities, there is a medium-term potential of 5.8 million m² of office space for conversion into around 60,000 apartments. However, it should be noted that only a small proportion of office buildings are economically suitable for this conversion. Other alternatives such as conversion to life science facilities or educational institutions offer additional prospects, but are limited.

The declining demand for office space is leading to increasing vacancy rates, especially in older office buildings. At the same time, construction activity is increasing due to the high demand for modern office space, causing the vacancy rate in the top 7 cities to rise to 6.7%. A further increase to around 8% is expected in the coming years.

The redesign of workspaces for hybrid working models includes increased flexibility in usage options and optimization of office equipment. Desk sharing and the expansion of social spaces increase space efficiency, while a larger IT infrastructure meets the requirements of hybrid working. Large service providers are also increasingly considering relocation, as they prefer more modern office buildings or better-located locations.

The analysis shows that the office landscape will not disappear. However, greater flexibility and adaptation to the new working realities are required. The conversion of office space into residential space or other uses can make an important contribution to sustainable urban development.

Link to article (as of January 8, 2025)

New Work – Generation-oriented design of work and office environments

Springer Verlag, 2021

Authors: Martin Klaffke

Topic area: Designing modern working environments within the framework of "New Work", which should promote hybrid working models, flexible office space and cultural change.

Key summary:
"New Work" stands for future-oriented working environments that promote agility and productivity and increase employee well-being. In addition to the design of flexible office spaces, this also includes a cultural change in the areas of leadership, collaboration and communication. The transition from traditional office structures to modern working environments requires targeted measures and a systematic change management process.

The transformation of working environments has gained momentum due to hybrid working models and the Corona pandemic. The possibility of teleworking has the potential to reduce the space required for workspaces and thus reduce costs. It should be taken into account that the promotion of innovation and creativity through the provision of offices must also be ensured in the future. Flexible room design promotes well-being and knowledge exchange, reduces conflicts and improves the team climate.

Office design not only influences efficiency, but also the identification of employees with the company. Over time, various forms of office culture have developed, including open-plan offices, cellular offices, and hybrid working models. The possibilities of mobile working and advancing digitalization open up new areas of flexibility, which require a corresponding adaptation of the spatial structure.

The increase in hybrid working models leads to unused office space, which contributes to cost reductions. It is recommended to optimize office utilization and create incentives for increased use. Companies should create workplaces that support different work styles and address the needs of a diverse workforce.

When designing new office environments, the following points are crucial: promoting knowledge sharing, teamwork, different working methods, health and safety aspects, adaptability of spaces, mobile working, as well as consideration of corporate culture and ecological sustainability.

Promoting multi-generational workforces requires flexible working conditions and locations. The cultural change within the framework of "New Work" goes beyond the mere application of new working methods. It aims at greater transparency, self-organization and collaboration in order to increase innovation and productivity. Companies that successfully implement this change secure long-term competitive advantages.

Link to article (as of January 8, 2025)