Employers are wondering: What is the purpose of the office? What can it do for the company? Why invest in physical space if our workforce has gone remote? How much should we spend?

Workers are asking: Why should I go back? What¡¯s the value in the office? Who is coming in and when? Why does this space mean anything to me?

Where has the pendulum stopped?

There is no new paradigm; the workplace pendulum is still swinging and will likely never stop. The indecision about the office is understandable. But there is a way forward. Where the pendulum settles for employers depends on the unique needs of the workplace. To get the best value from their space, it must be an intentional, purpose-driven workplace that meets the needs of their people. It should be able to adapt to an inevitable ¡°swing¡± in the future.

After years of change in the workplace, both employers and workers are looking for answers. But first, we must learn to ask the right questions. Rather than asking ¡°What should the office look like?¡± we should instead be asking: ¡°What should our office do for us?¡± If purpose is the driving force behind employee engagement, shouldn¡¯t an organization¡¯s physical space reflect that motivation? The answer is simple: every space must work to support the business, operations, and people of an organization. That¡¯s the definition of a purpose-driven workplace.

Why invest in the purpose-driven workplace? Because engagement matters

Talent is everything. Attracting and retaining talent can make or break an organization. And people have a need to belong. Professionals want to see their efforts as part of something bigger and more meaningful. Organizations that foster a sense of belonging in the workplace will attract and retain talent.

Engaged talent is willing to go the extra mile. Engagement and productivity reinforce and multiply each other. The bottom line: When you are passionate about your work, you can achieve more. When you achieve more, you are more satisfied.

Research shows that a high level of engagement is profitable. ¡¯s State of the American Workplace reports that ¡°companies with higher engagement are 21 percent more profitable and have better financial outcomes overall, outperforming the S&P 500 after a year.¡± And a comes to a similar conclusion¡ªengagement matters. Work environments that foster a sense of purpose and belonging will deliver benefits in talent recruitment and productivity.

The decisions employers make about the office and its use directly impact the success of the business. The workplace impacts culture, workflow, productivity, attraction, and retention. And all of these affect the bottom line.

What are some red flags for a workplace that isn¡¯t driven by purpose?

Unresponsive space. The workplace consists of identical workstations. It doesn¡¯t consider the diverse needs of different groups or tasks. It lacks a variety of spaces, such as call rooms, small meeting rooms, and collaborative areas, which support various work modes throughout the day.

We¡¯ve seen companies consolidate into smaller footprints, sized to an average number of desks they require. They think, ¡°we can fit in there because of our hybrid schedule.¡± They haven¡¯t defined a vision around the work they expect to do each day. They haven¡¯t recognized the different groups that work there and their needs. Often, they miss the mark with this approach.

Frustrated users. If employees struggle to find suitable areas for their tasks, it leads to frustration and lost productivity. Without clear guidelines or expectations on how to use the space, they are stuck with a chaotic and inefficient work environment.

One client we worked with recently was having problems with its existing space. Over several decades, it had modified its office. The office had become a Frankenstein monster; it no longer served the client well. Staff couldn¡¯t find conference rooms. They were arranging their own workstations and 60-inch-high panels into makeshift ¡°meeting rooms.¡±

Low engagement. In this scenario, employees are not motivated to come into the office. They question the value of being there. And the organization hasn¡¯t shared how the space and workplace support its core mission. Imagine that you come into the office and it¡¯s a free-for-all with a sea of workstations. You¡¯re not able to sit with the people you collaborate with. You¡¯re in a space that is loud. And it¡¯s made worse when you need a focus space. Without a coherent plan or a variety of spaces designed for you to move through, you might wonder, why am I here at all? If any of these indicators sound familiar, you may need a more intentional and purpose-driven workplace.

Employers are struggling with many issues around the workforce and the workplace

They want to use their space efficiently. Organizations are worried about the underutilization of their current spaces. Some are focused on how to consolidate their real estate to save money while still meeting the needs of their employees. However, others are finding they are outgrowing the shrunken spaces they took on when remote work was the norm.?

They want to boost employee engagement. Employers want to help people stay engaged and motivated to come into the office. They want the office to satisfy the needs of their people.

They¡¯re navigating hybrid work. Many companies still offer some mix of flexible and on-site work. Naturally, they¡¯re concerned with how to implement hybrid work models effectively. They need to know the right mix of spaces and how to support employees working both remotely and in the office.

They don¡¯t want to get locked in. Many firms today are dynamic¡ªthey scale with their opportunities for growth. So, they are naturally drawn to spaces that are flexible enough to allow for change. Change can come from future growth, consolidation, or unpredictable changes in work patterns or the marketplace.

What does a purpose-driven workplace do?

It aligns with the organization¡¯s vision. The workplace should reflect and support the group¡¯s mission and goals. In designing the headquarters for Air Products, our client had a vision: Support various work modes and foster personal connections among its staff. It wanted the ability to separate the workplace from community space. Air Products saw the community space as a vertical neighborhood for connection, collaboration, and socializing.

It supports individual and collaborative work. Workplace design should meet the diverse needs of employees. This allows for both focused individual work and collaborative activities.

We designed the Air Products headquarters with a highly collaborative public main street and private neighborhood spaces. Open staircases connect the vertical neighborhoods. The idea is that people constantly need to get up to move if they need to meet or focus on a task. This supports well-being. They can choose their environment. It¡¯s close by.

It supports specific operations and workflows. The design of the purpose-driven workplace should be intentional, with spaces created to support specific functions and workflows. We can put some intention behind the spaces in the workplace, their design, organization and expectations around using them. Staff feel supported in their roles.

It enhances employee engagement and well-being. The environment should foster a sense of purpose, belonging, and well-being among staff members. It should encourage them to feel part of a larger effort.

Design can enhance workplace culture. If you are sitting in a place that supports your needs¡ªand going into the office on similar days as your collaborators¡ªyou feel a part of a bigger picture. You can see what you¡¯re contributing to. The workplace makes sense. People are attracted to feeling a part of something bigger than themselves and that they¡¯re making a difference.

It accommodates change. The workplace should be flexible enough to adapt to changes in work patterns and future growth, providing a variety of spaces that can be used for different purposes.

It comes with expectations. There should be clear guidelines on how to use the spaces effectively. This helps employees understand the purpose of each area and how it supports their work. We saw the importance of expectations when our own team consolidated multiple Colorado offices into a single workplace in Denver.

Initially, the space was overcrowded. A lack of clear guidelines was causing frustration. Team members didn¡¯t know which spaces were meant for which tasks. The new space was appealing. But it needed to accommodate more people and added an extra floor, which prompted a new strategy. We developed a new workplace strategy that featured guidelines that identified expectations for space use. This led to better collaboration and a stronger sense of community.

Sometimes, we can realign expectations by simply helping staff understand how the space supports their workflow or by moving things around during an office reconfiguration. Other times, a redesign is required.

It offers opportunities for mentorship and collaboration. The workplace should aid interactions, mentorship, and collaboration among employees. It should enhance their overall experience and productivity. These elements work together to create a supportive and engaging environment that aligns with both organizational goals and employee needs.

The vertical neighborhoods at Air Products feature various settings where people can meet and collaborate. This includes open and closed spaces, different postures, and diverse room sizes. The design clearly separates public and private areas. Studies show mentorship can be a big draw to the office. The space fosters a workplace culture that encourages face-to-face and personal contact that remote work can¡¯t offer.

It supports an ecosystem. The purpose-driven workplace thrives as a result of a well-balanced ecosystem. There¡¯s no one-size-fits-all solution to today¡¯s workplace needs. It depends on a well-designed space, clear expectations, and supportive workplace culture.

Intentional choices for a purpose-driven workplace

The purpose-driven workplace does not happen by chance. We need to develop it through an intentional process that asks the right questions and considers the whole organization.

To learn more about creating a workplace strategy for your organization, read at Work Design Magazine.