Workplace Experience

Workplace experience studies the subjective experience users have of the whole of building, service and organisation, independent of objective occupancy or performance data. The field works with perception, satisfaction and the emotional and cognitive response to the work environment, and is the subject the sibling platform, the Workplace Strategy Method, describes from the strategy side.

FM delivers the visible components of workplace experience daily (clean, comfortable, functioning), but experience is not the sum of operational measurements: a technically flawless space can still be experienced poorly. This domain is described here from the delivery side — what FM can do to influence experience — as the reciprocal counterpart to how the sibling platform describes it from demand and strategy.

• Does operational data (faults, complaints) explain measured experience, or do they diverge?
• Which part of a negative experience is within FM's power to influence, and which sits with strategy or organisational culture?

• Leesman Index and comparable workplace experience surveys.
• Environmental psychology research on the relationship between physical environment and wellbeing.

• Experience measurement should be used alongside, not instead of, operational data.
• Part of experience is not within FM's power to deliver and should not be scored as FM failure.

• Workplace experience & hospitality
• Service desk & control room

• Running and interpreting experience surveys

[Content pending]

[Content pending]

The standards section arrives in Part 7.

• Experience scores used as a direct performance indicator for a provider without filtering out non-FM factors.

There is still no validated method to separate how much of measured workplace experience is explained by FM-deliverable factors versus broader organisational factors (leadership, workload, culture).

• Leesman, annual workplace experience reports.