Adaptive Spaces

Invest in Change Management: Bridge the Gap Between Workplace Design and Employee Productivity

May 20, 2025 3 Minute Read

Coworkers collaborating around table

When companies talk about bringing people back to the office (RTO), they often say it’s all about boosting employee engagement. They highlight the need for better teamwork and activities like mentoring and quick decision-making. In reality, many companies push for RTO to make the most of their office real estate, with collaboration an added bonus. Since employee costs usually take up about 50%-70% of a company's total expenses1, it makes sense for employers to put just as much effort into keeping their employees happy and productive as they do on officespace decisions.

As we move from hybrid work to more in-office time, workplace strategists stress the need to create inviting offices that reflect the company's values and goals. This raises an important question: How are companies connecting the dots between their office design and how well employees adapt to and make the most of their new work environment?

According to CBRE’s research,2 62% of companies focus on improving their office amenities, and 83% of smaller companies do too. However, only 55% are thinking about attendance policies, and just 24% are focusing on manager training. Even though 66% of companies are investing in change and communication, only about 30% are offering training for employees and managers on how to handle hybrid work.

To really connect the dots between what a company spends and how its work environment affects employee satisfaction, it’s clear that more emphasis should be placed on training programs. These programs should help employees and their managers get the most out of the workspace while aligning with the company’s goals.

Change management and communication shouldn't just be about getting employees back to the office and telling them about new spaces. A good change management program should support employees through the whole process—from understanding the company’s productivity goals to detailed training on how to use the new spaces effectively.

It’s important to start this change journey before finalizing any decisions. Involving employees early in the planning can bring valuable insights, especially from those who are directly involved in the work. Engaging them from the start to define what productivity, collaboration and innovation mean to them is key, since leadership might not fully understand the perspective of younger employees or how work and technology are evolving.

Team up with HR to identify the behaviors and outcomes you want to see, and encourage leaders to explore fresh ideas on how to optimize the new workspaces for their teams. Training sessions should focus on how to use the spaces effectively and offer ongoing opportunities for employees to adapt to the new ways of working. After the initial rollout, keep the momentum going with trained change champions who exemplify the desired behaviors and flexible leaders who are open to adjusting work styles when needed.

Starting the change process early and involving your people helps keep them engaged, informed and committed to making it work. This proactive approach avoids the issues that come with surprise announcements and helps the company prepare better for a smoother transition. In the end, these efforts create a positive work environment that aligns office goals with the big picture, making it easier to roll out successful changes.

1 “The Biggest Cost of Doing Business: A Closer Look at Labor Costs,” Paycor, December 18, 2024.
2 "Effective Hybrid Programs: Policies and Common Characteristics," CBRE, January 22, 2025.

Text contained in this article has been generated in whole or in part by or with the assistance of generative artificial intelligence.

Related Insights

Related Services

Contact