Beyond the Desk: How to Design Offices That Draw Employees In

Figure 4: Workplace Design Concepts

Click to enlarge

While individual focus space ("Me" space) has steadily decreased to 35% (down from 39% in 2024 and 56% in 2021), collaboration space ("We" space), has experienced its first, though slight, dip in five years, now at 19% (down from 21% in 2024). This apparent contraction of both individual and collaborative areas presents a nuanced challenge: how to effectively balance the needs for focused individual work with the demands of collaborative endeavors. This trend warrants closer examination. Does this signify a temporary fluctuation, or does it signal a need to re-evaluate the balance between focused work and collaborative efforts within the office environment? The answer likely lies in more nuanced design, with the potential for hybrid spaces that effectively support both individual concentration and collaborative teamwork.

Despite the shift toward digital and remote work, support space has surprisingly increased to 24% from 20% in 2021. This seemingly counterintuitive trend can be explained by several factors. The growth of support space likely reflects a greater reliance on technology, IT support and data security, alongside the expansion of e-commerce and its associated delivery volumes. Furthermore, a focus on efficiency, security and the necessity to accommodate specialized equipment and functions, all within the context of supporting a hybrid work model, contribute to this increase. This includes spaces such as printer rooms, copy rooms, mail rooms, IDFs (Intermediate Distribution Frames), furniture storage for events and core operational areas.

Figure 5: Workplace Planning Trends

Inclusivity Starts with Space

The way space is allocated and assigned further reinforces the importance of creating an inclusive and collaborative environment. The data reveals a dichotomy in how space is assigned. While workstyle (53%) is the primary driver for workstation assignments, job title (45%) and band level (42%) still heavily influence the assignment of individual offices. Most individual offices are reserved for "leaders of leaders" (87%), which reinforces a traditional, hierarchical approach.

Figure 6: What criteria determine workspace assignment?

This hierarchical approach, while perhaps unavoidable in some organizations, can inadvertently undermine the sense of community and collaboration that the office strives to foster. It can also be contradictory to the workstyle data that exists for leaders, many of whom travel more frequently and are in more meetings than some of their individual counterparts, which can often lead to assigned private offices sitting underutilized at a higher percent than workstations. In the future, organizations should evaluate whether an equitable application of space assignment could serve to encourage more interaction among all levels of employees. The shift toward activity-based workplace planning and the increasing importance of collaboration highlights the need to re-evaluate traditional hierarchies and create spaces that promote interaction across all levels of the organization.

Building the Destination Office

Designing the Office People Choose

Offices are moving from a place primarily for task execution to a destination—a space where employees choose to be. This shift is driven by fundamental human needs: connection, collaboration, and a strong sense of community. The data unequivocally underscores this, revealing that the social and collaborative aspects of the office are the most critical drivers of in-office attendance.

So, how do organizations successfully build this "destination office"? The key lies in proactively designing and cultivating an environment that prioritizes the core needs of the modern workforce. This requires a multi-faceted approach, incorporating several key principles:

• Prioritizing Social Connection: Design spaces that facilitate interaction, encourage teamwork and foster a sense of shared purpose. This means strategically planning spaces that encourage spontaneous interactions, formal meetings and informal gatherings, recognizing that these interactions are the root of innovation and team cohesion.
• Creating a Holistic Experience: Beyond the core functions of work, the destination office must offer a holistic experience that supports employee well-being, provides convenience and cultivates a strong sense of belonging. This involves investing in amenities that cater to a range of needs, from physical and mental wellness to practical conveniences that streamline daily routines.
• Embracing Flexibility: The one-size-fits-all approach to the office is obsolete. Successful destination offices embrace flexibility by adopting activity-based workplace planning, catering to diverse work styles and evolving needs. This includes providing a variety of spaces to accommodate focused individual work, collaborative projects and everything in between.
• Fostering Inclusivity: Traditional hierarchies can inadvertently undermine an organization’s sense of community. The destination office is designed to promote interaction across all levels of the organization. This requires a conscious effort to break down barriers, create opportunities for informal networking and ensure that all employees feel valued and connected.

By focusing on these key principles, organizations can transform their offices into vibrant hubs of collaboration, innovation and community, where employees not only work, but thrive. The office of the future is not just about getting an assigned desk and free snacks. Forward-looking companies are building a place where people want to be, that reflects the culture and values of the company and embodies the best of human connection and collective achievement.

Conclusion

The data paints a clear picture: The future of the office is intrinsically linked to the power of human connection. While the evolution of the workplace continues, the core motivation for in-office presence remains rooted in collaboration and community. Organizations that understand this shift will be best positioned to thrive. By focusing on the employee experience through thoughtful design, embracing flexibility and cultivating a sense of belonging, businesses can transform their offices from workspaces into vibrant destinations. This means prioritizing social interaction, investing in desirable amenities and fostering inclusivity. Ultimately, the successful office of tomorrow will be a dynamic ecosystem, a hub for innovation, a symbol of culture and vision and a place where employees actively choose to be—a testament to the enduring value of human connection in the modern age.

About the Series

CBRE’s 2026 Global Workplace & Occupancy Insights is a four-part series that explores the hybrid workplace, offering a data-driven roadmap for organizations adapting their real estate, operations, and culture. It covers recognizing hybrid's evolution, designing a connected employee experience, aligning leadership and employee expectations, leveraging AI and technology for space optimization, and preparing CRE professionals for the future of work. The goal: building a thriving hybrid workplace.

Methodology

The 2026 Global Workplace & Occupancy Insights summarize five years of office benchmarking and sentiment surveys on how CBRE clients have adapted their office environments since 2021. The study examines global data from CBRE clients representing 303 million sq. ft./28 million sq. m., with an average office portfolio size of 5 million sq. ft., and delivers insights by portfolio size, industry/sector and region/geography.