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News Release

New York, Buenos Aires

Eight workplace features shared by great places to work

JLL reveals the shared attributes of high-functioning companies’ workplace environments

NEW YORK AND BUENOS AIRES, June 12, 2013–In an increasingly competitive marketplace, certain organizations always seem to attract and retain the best and the brightest. These organizations may appear very different from one another, but Jones Lang LaSalle’s (JLL) workplace team says they share eight attributes that consistently foster innovation, drive productivity and grow revenues.

“Great places to work don’t happen by accident,” notes Bernice Boucher, a member of Jones Lang LaSalle’s global workplace strategy board with responsibility for the Americas. “Truly successful workplace destinations share commonalities that we see time and time again, even in highly varying corporate cultures.”

“A high-functioning organization creates a shared culture and an environment that supports its people, accurately reflects the way people work in the 21st century and aligns the physical workplace with business goals,” added Steve Hargis, national director and member of Jones Lang LaSalle’s global workplace strategy team.

The JLL workplace strategy team has identified eight features shared by companies with high-performing workplace environments:

1. A great workplace is built on collaboration. Creating a collaborative community of cross-functional workers who want to interact together to solve challenges is fundamental. Collaboration brings people out of silos, shifts the organization from “me” to “we” and promotes a lively cross-pollination of ideas that pays dividends in workforce retention, employee productivity and innovation.

2. A great workplace reflects the company’s brand and is aligned with its values. A shared mission—not specific policies—creates a resilient, high-performance organization. When culture is a strong reflection of the CEO’s vision, it creates an underlying bond and fosters a sense of identity. Productivity drivers naturally flow from shared values, creating revenue and achieving savings.

3. A great workplace provides increased choice and autonomy. When people have greater choice about how and where they work, they are empowered to choose the most productive space for the task at hand. This can happen by shifting from an ownership to a membership model featuring non-territorial neighborhoods comprising a variety of work areas, both individual and group, concentrative and collaborative.

4. A great workplace is agile. In a fast-moving, ever-changing economy, the organizations that can adapt to market and economic forces succeed—and those that are built on a flexible workspace model have the advantage because their culture is wired into fluidity. People and technology are in the right place at the right time, and this drives innovation where and when you need it.

5. A great workplace has the ability to adopt and integrate technology trends. Organizations need to ensure that they have the appropriate infrastructure, offering the ability to continually upgrade without interruption to the business. As workers increasingly prefer “BYOD,” or bring your own device, the enterprise must support their networks, integrate data and implement appropriate security.

6. A great workplace is a destination of choice. Shaping corporate culture through workplace destinations can protect the organization’s cultural identity and sense of community. While virtual workplaces will always be required, they do not provide the cultural boost and connectivity of a shared physical space. Great workplaces embrace paradoxes: balancing concentration spaces with collaboration areas, formal meeting spaces with social interaction, and security with accessibility.

7. A great workplace creates a high-quality experience for its employees. If workplaces are dull, monotonous and uninspiring, people won’t want to come to the office, and consequently may balk at policies that require face time. By creating environments where people want to work, employee satisfaction rises, turnover drops and behaviors change—in turn driving productivity and revenue.

8. A great workplace integrates people, technology and space. When these three elements work together toward common goals, great things can happen. Integrated teams provide a smooth flow of information, shared decision-making and an appropriate allocation of resources. This translates into the right people in the right space with the right tools available at the right time: a formula for success.

These principles are further explained in JLL’s recently-released Global Corporate Real Estate Survey 2013. The research shows 73 percent of corporate real estate executives face high expectations around the improvement of workplace productivity, while 62 percent face high expectations to improve people productivity.

A leader in the real estate outsourcing field, JLL’s workplace strategy team is a key component of its Corporate Solutions business. By creating outsourcing partnerships to manage and execute a range of corporate real estate services, JLL professionals help corporations improve productivity in the cost, efficiency and performance of their national, regional or global real estate portfolios. This service delivery capability helps corporations improve business performance, particularly as companies turn to the outsourcing of their real estate activity as a way to manage expenses and enhance profitability.

For more news, videos and research resources on Jones Lang LaSalle, please visit the firm’s global media center Web page

About Jones Lang LaSalle
Jones Lang LaSalle (NYSE:JLL) is a professional services and investment management firm offering specialized real estate services to clients seeking increased value by owning, occupying and investing in real estate. With annual revenue of $3.9 billion, Jones Lang LaSalle operates in 70 countries from more than 1,000 locations worldwide. On behalf of its clients, the firm provides management and real estate outsourcing services to a property portfolio of 2.6 billion square feet and completed $63 billion in sales, acquisitions and finance transactions in 2012. Its investment management business, LaSalle Investment Management, has $47.7 billion of real estate assets under management. For further information, visit