Article by Sarah Murdoch, Global Account Director, JLL
When a beautifully designed office isn’t being used as intended, the issue is rarely the space or the people, it’s how they were introduced to using it. And yet, one of the least discussed parts of workplace design is teaching people how to use the space. So why aren’t we talking about it?
The most successful workplaces don’t start with furniture or finishes. Its change-management 101: Engage early with end-users. Before a single drawing is produced, workplace teams should be asking intended users what they need from the office daily, weekly, monthly etc. And the bigger organisations questions for senior leaders and C-suite – Which activities genuinely benefit from being together, in person, in this space?
In the current climate leaders need to be challenged on why they are bringing people into the office at all. I firmly believe time in the office does not equal productivity. And you and I will have wildly differing views on what productivity means to us individually. If we don’t explore what productivity looks like for all, and then align those expectations, we can’t make meaningful recommendations on how teams should use the office, let alone use it well.
When you take this deep‑dive across a business, consistent themes emerge that enable design led by what team’s need. Workplaces add the most value when they support mentoring, coaching, knowledge sharing, faster decision‑making through face‑to‑face conversations, and collaboration on complex work. They also play a critical role in social connection; shared lunches, coffee chats, team training, strategy days, and informal moments that build trust and belonging. Team volunteering activity? Sign me up! After work drinks? Yes, please! These human interactions are often the reason people choose to come in.
This insight gathered team by team and consolidated using AI, should inform a clear Workplace Playbook. This playbook explains why people are coming into the office, and it’s not to compete with the home office, but to offer something home can’t. It sets expectations, supports fairness across teams and users, helps break down personal preferences for the greater good, and if it’s backed up by a simple end‑user guide with FAQs, then you should have the ingredients for an office workplace and office culture, that’s easy to understand and navigate. Clear information creates understanding, and understanding supports acceptance of change.
Only then should design begin – informed by real needs and supported by flexibility in zoning, furniture, partitions, and technology.
Teaching people how to use the space.
Once the office opens, or before grand opening, the teaching phase becomes critical. This should be intentional, inclusive, and offered in multiple formats so everyone can engage in a way that works for them:
- In‑person and virtual tours
- Open days to explore the space before it officially opens.
- Floor plans and guides hosted on intranet or SharePoint.
- Tech demonstrations and simple “how‑to” videos
- Clear playbooks and FAQs, accessible through easy to find QR codes around the building.
- Visible workplace ambassadors, plus virtual ones to chat with.
- Workplace apps that work like Google Maps: start point, end point, and directions on how to get there.
Finally, remember the 100‑day rule. Feedback on day one is emotional. Feedback after 100 days is informed. Capture both but prioritise changes based on how the space is actually used once behaviours have settled. Hot tip: Allocate some funding into your capital project for post completion adaptations. These could be minor changes e.g. furniture swaps, additional acoustic barriers or adding the odd partition, or even simply more plants or mugs needed! Make the changes based on feedback received to specifics spaces and be sure to close feedback loop to the end users. The old “you said, we did…” communications make end users feel seen and heard.
And then, keep listening.
Designing the office is only half the job. Teaching people how to use it is what brings them back, because once they understand the purpose, expectations, and how to use the space well, they’re truly on board.