New Work studies: An overview of the state of science

The working world is currently undergoing comprehensive change, which is characterized by the increasing spread of home office, hybrid work models and desk sharing. These developments have not only changed the way companies work, but also the values and attitudes of employees. The pandemic has accelerated this change and established new working models. But what opportunities, challenges and long-term effects result from this?

In this blog article from Flexopus, you will find a compilation of current studies and research results on new work, home office and hybrid work models, desk sharing and digitization. Regional and global trends, productivity, satisfaction and the future of modern working environments are examined.

Please note: Our aim is to give you a diverse, informative and as comprehensive an insight as possible into the future of work. However, this blog article only represents a selection of studies and does not claim to be exhaustive. However, if you are missing an important aspect or a relevant study, please do not hesitate to contact us — we will be constantly updating the article to provide you with the most up-to-date and relevant information.

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1. Home office and mobile work
   Statista, 2024

Topic area: Recording of home office usage, its advantages and disadvantages as well as work preferences in Germany.

Core summary:
The study provides detailed information on the use and dissemination of home office options in Germany and worldwide. Of the people surveyed in Germany, just under 80% said they worked from home at least once a week. In particular, the role of home office opportunities in choosing an employer and their significance for different generations are of great interest. 32% of Generation Z respondents stated that they value flexibility through remote/hybrid work and working hours when choosing a job. It is particularly remarkable that the desire for a flexible place of work or at least equivalent home office and office is over 55% in all age groups. However, such an offer also has far-reaching effects and challenges. The main changes include greater flexibility in everyday working life, productivity in the home office and the challenge of hybrid meetings. However, technical standards are required to take advantage of these opportunities. This includes Internet and broadband availability in households, the use of mobile devices and communication channels. Tools such as Zoom or Microsoft Teams are also very important for seamless collaboration.

Link to the study (as of 08.01.2025)

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2. New Work: Home Office & Mobile Work
   Statista, 2021

authors: Bernhard Weidenbach

Topic area: Effects of the pandemic on home office use and long-term changes in the working world.

Core summary:
The corona pandemic has meant that working from home has gone from an exception to a central form of work, particularly in office and service jobs. The benefits of flexible working models, such as time savings, flexibility and better reconciliation of work and family, were clearly visible. At the same time, disadvantages such as social isolation and the mixing of work and leisure also became apparent.

In many cases, technical challenges led employees to use their private devices for work. Training was rare, meaning that employees had to learn new tools on their own. However, the flexible working hours made possible by working from home often led to overtime and made it difficult to switch off after work.

The future lies in hybrid models. A combination of office and home work is preferred, which makes new living options away from the cities more attractive. Managers rate the trust and productivity of employees working from home as positive. The pandemic has also led to long-term changes in working methods and living preferences.

Link to the article (as of 08.01.2025)

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3. Trends in the world of work
   Statist/XING/Kununu, 2024

authors: Theresa Käufer & Jule Frein

Topic area: Investigates trends in the working world such as hybrid working, home office, and desk sharing.

Core summary:
The home office is established as an integral part of everyday working life. More than half of employees are now able to work from home. This opportunity is particularly appreciated by younger generations. For many representatives of Generation Z and millennials, the ability to work from home is a decisive factor when choosing an employer.

The increased use of home office has led to an increase in vacancy rates in offices, particularly in large cities. Many companies are reducing their office space to save costs and are focusing on smaller, more flexible workplace concepts.

Most companies now require a minimum number of attendance days, but are flexible when it comes to implementing individual wishes. Hybrid models, which involve a mix of office and home work, are now standard. Some companies offer additional incentives in the form of “Workation” days, which make it possible to work from abroad. A full return to the office is the exception.

When designing new office concepts, the focus is on flexibility in order to optimally support hybrid working models. This involves the use of innovative spatial elements that meet changing needs and promote collaboration.

Link to the article (as of 08.01.2025)

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4. New Work: Working time & work-life balance
   Bernhard Weidenbach, Statista, 2024

authors: Bernhard Weidenbach

Topic area: Comparing working hours in Europe, changing values through working from home and work-life balance.

Core summary:
More and more employees in Germany are prepared to reduce their professional obligations in favor of greater integration into family life. Experiences with working from home during the pandemic have shown that work and private life can be better reconciled, in particular through greater flexibility.

However, it appears that women are being burdened more because they are still primarily responsible for the family and household. This resulted in a significant decline in quality of life and job satisfaction.

Overall, during the pandemic, personal health and job security became more important for many people than a good work-life balance. However, working from home has positively changed the everyday lives of many by saving time and providing flexibility.

In the future, many people will strive for a healthier life. Around half of the respondents are considering career changes. Some also wish to have a sabbatical year. For students, job security is a decisive criterion when choosing an employer.

Link to the study (as of 08.01.2025)

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5. Home sweet home office — study on working from anywhere
   PwC, 2023

authors: Katja Lawrence, Isabella Sophia Maurer, Dominik Rybka, Lukas Mayer, David Rouven Möcker, Rita Marie Roland

Topic area: Analysis of long-term productivity and satisfaction in working from home as well as changes in office space.

Core summary:
The study shows that location-independent work has taken on a firm place in the world of work since the pandemic. 62% of employees currently spend at least one day a week working from home. 79% of them would like to do this permanently. The home office has become a central part of flexible working models. It not only increases productivity, but also increases employee satisfaction. The survey shows that 94% of employers regard productivity in the home office as equal or higher than in the office. In addition, 71% of employees say that their quality of life has improved, and 72% report an optimized work-life balance.

Despite these advantages, companies are faced with challenges: The biggest challenges for companies remain in the areas of information exchange, collaboration, distraction in the home environment and inadequate equipment for working from home. Another risk is the loss of team connections when working from home frequently, which affects career starters in particular. Companies are therefore required to take measures to promote employee involvement and create a balance between working from home and teamwork on site.

With regard to the utilization of office space, it is shown that the average occupancy rate is only 45%. The majority of companies are therefore adapting their office space, although the total space is rarely reduced. Instead, the focus is on designing sustainable and employee-friendly work environments and innovative floor plan concepts. The focus is on the quality of the spaces, in particular with regard to sustainability and employee well-being.

The study shows that the future of work is a long-term transformation process. Companies are required to design their work models holistically, taking people, space and technology into account in an interdisciplinary manner in order to establish flexible and sustainable working environments.

Link to the study (as of 08.01.2025)

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6. Desk sharing: survey on psychological stress, stress and consequences of stress
   Institute for Work and Health of the German Social Accident Insurance, 2024

authors: Franziska Grellert and Marlen Cosmar, Institute for Work and Health at the DGUV (IAG)

Topic area: Investigates various aspects of desk sharing such as work organization, work environment, work tools, advantages and disadvantages, social aspects.

Core summary:
The introduction of desk sharing is already common practice in many companies. More than a quarter of companies rely on flexible workplaces, and around 40% are planning this for the future. Jobs are often provided for 50-75% of employees. The organization is carried out either through arrangements within the team, via booking systems or through spontaneous job searches on site. The daily time required to search for and set up a workplace is usually less than three minutes. Desk sharing is often associated with clear usage rules, such as the obligation to clean up after use.

Depending on the company, the working environment includes different types of office, such as open-space concepts, individual or smaller shared offices. Ergonomic work equipment is usually available, as are retreat options for concentrated work. However, this option is only available to around half of employees. The volume is perceived as pleasant by over 40% of respondents, while 25% perceive it as annoying. Almost all respondents can use suitable rooms for meetings, but these must be reserved frequently.

The social effects of desk sharing vary: Around a quarter of employees say that collaboration within a team or with colleagues from other departments has become easier. However, little has changed for the majority. At the same time, around a third report burdens due to the lack of a permanent job or the daily creation of new jobs, while two thirds do not find this annoying. Only a minority is concerned that they will not find a suitable place.

With regard to productivity, it should be noted that this remains unchanged for half of the employees. Around 30% of respondents said they felt negative effects, while 20% noticed positive effects. With regard to health, it appears that 60% of respondents have no adverse effects. However, a quarter report negative effects. The results show that desk sharing certainly offers potential in terms of flexibility and space savings. However, successful implementation requires careful planning and good equipment to promote acceptance and efficiency.

Link to the article (As of 08.01.2025)

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7. Distribution and impact of mobile work and home office
   Federal Ministry of Labour and Social Affairs, 2020

authors: Holger Bonin, Werner Eichhorst, Jennifer Kaczynska, Angelika Kümmerling, Ulf Rinne, Annika Scholten, Susanne Steffes

Topic area: Long report from the Federal Ministry of Labour and Social Affairs on studies and statistics on home office and mobile work.

Core summary:
Working from home offers a range of benefits, including higher job satisfaction, greater flexibility, and increased productivity. Companies benefit from improved employer attractiveness and greater accessibility. At the same time, risks must be taken into account, such as stress due to the mixing of work and private life and reduced operational involvement, particularly among women with family obligations.

In 2019, 24 percent of employees occasionally worked remotely, although around 40 percent would have preferred this option. There is often no approval from employers. A legal claim to mobile working is welcomed by 60 percent of employees, as it could contribute to improving their working conditions. When viewed internationally, there are significant differences.

The temporary change in working conditions led to a sharp increase in the share of working from home. In 2020, 36 percent of employees worked from home. Many would like to see a continuation of hybrid models that combine home office and face-to-face work. Companies are increasingly open to flexible forms of work.

In the long term, the pandemic could pave the way for flexible working. However, key challenges such as stress, isolation and the need for clear regulations must be overcome.

Link to the article (08.01.2025)

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8. Work in transition: hybrid work, work and the office of the future
   Deloitte, 2022

authors: Juliana Wolfsberger, Barbara Kellner, Christian Korunka, Bettina Kubicek with editorial assistance from Armin Nowshad, Gina Grassmann & Theresa Kopper

Topic area: Flexible working study with current figures on home office usage & attractiveness as well as new workplace concepts.

Core summary:
The number of hours spent working from home has increased. While before the pandemic, it was generally only possible to work from home one day per week, many employees now work from home for two to three days. The planning of home office days is flexible, although fixed days are only rarely agreed. In order to comply with legal requirements, 62% of companies record home office days via systems.

Working from home has become more important for employers. On the one hand, it increases the attractiveness of the company as an employer, and on the other hand, it expands the talent pool, as applicants from greater distances can be considered. Companies are under increasing pressure to offer more flexibility. Social interaction in the office is still of great importance in order to strengthen the sense of belonging and corporate culture.

During the pandemic, productivity was increased in many cases through more efficient meetings and fewer interruptions. In the long term, however, a lack of personal exchange can lead to a reduction in performance. The hybrid way of working has a negative effect on communication. The opportunities for informal exchange and cross-departmental communication are limited by the hybrid way of working, as virtual formats do not completely replace the office. Trust has increased during the pandemic. However, in order to optimize collaboration, clear rules for hybrid work are necessary. Not all companies currently have comprehensive guidelines.

Office design must be adapted to the requirements of hybrid forms of work. The technical equipment for hybrid meetings is already widely available, but only a few offices are optimized for the new requirements. The consideration of ergonomic aspects in the home office is often less pronounced than in companies that pay attention to ergonomic workplaces in the office.

Managers must build the trust of their employees, measure results and support their teams even outside working hours in order to successfully collaborate in a hybrid environment.

The option of working is becoming increasingly popular due to the flexibilization of the working world. It increases attractiveness as an employer and promotes employee motivation. In addition, the creativity and productivity of employees is increased. The increased coordination effort, time delays and potentially reduced team communication are challenging. Companies are required to develop clear guidelines and legal safeguards to clarify uncertainties regarding taxes and employment law.

Link to the article (as of 08.01.2025)

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9. The New Era of Hybrid Work
   Steelcase, 2022

authors: Steelcase

Topic area: Global study that measures the impact of hybrid work on work performance, work-life balance and workers' wellbeing.

Core summary:
Although companies offer their employees salary increases and flexible working models such as hybrid work, they often do not meet the emotional needs of employees. The study shows that the design of workspaces has an essential function in conveying values and creating community. A positive attitude towards office work leads to higher productivity, stronger commitment to corporate culture, and longer company loyalty.

Another result of the study is that employees are willing to trade home office days for their own workstations in the office, provided that they have more privacy, comfort and control in the office. In addition, there is an increase in the need for private work spaces as more and more video calls are made. For a successful hybrid way of working, it is recommended that offices be geared more towards hybrid meetings and private rooms.

Link to the article (as of 08.01.2025)

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10. From Mandate to Magnet: The Race to Reimagine Workplaces and Workspaces for a Hybrid Future
    Cisco, 2024

authors: cisco

Topic area: Global study that examines hybrid work trends in 2024, presents results of employee and employer surveys and provides recommendations.

Core summary:
72% of employees are positive about returning to the office, with more than half of those surveyed believing that their offices are not sufficiently prepared for hybrid work. The biggest challenges are inadequate network connectivity, limited collaboration with external teams, and inadequate equipment.

Employees want better technology, more private spaces, and office design that promotes collaboration and flexibility. Two thirds of respondents are calling for a better infrastructure for different types of work.

Hybrid work is seen as an opportunity to create more productive and engaged workplaces. The following important trends can be derived for 2024: The updating of meeting rooms, the introduction of hybrid work technology, the modernization of office design and the integration of sustainable and environmentally friendly features are measures that help organizations create offices that meet the needs of employees.

Link to the article (as of 08.01.2025)

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11. Employees are ready for hybrid work, are you?
    Cisco Global Hybrid Work Study, 2022

authors: cisco

Topic area: Global hybrid work study that presents the effects of hybrid work and explains key findings.

Core summary:

A survey of 28,000 full-time employees shows that work results, well-being, work-life balance and personal satisfaction have increased. Nevertheless, it is clear that only around a quarter of companies are fully prepared for the hybrid way of working. There is therefore still a considerable need for improvement here.

Corporate culture plays a central role. Three quarters of employees are calling for a redesign of the corporate culture in order to make hybrid work inclusive. Flexibility, employee wellbeing and work-life balance are key factors. There is also potential for optimization in communication between managers and employees.

Leaders must invest in culture, communication, technology, and infrastructure to be successful in the hybrid working world. Employees want a balance between office work and remote work, with offices increasingly being used as meeting places for collaboration and social interactions. Companies must rethink their offices to meet the requirements of the hybrid working world.

Link to the article (08.01.2025)

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12. The future of work after COVID-19
    McKinsey Global Institute, 2021

authors: Susan Lund, Anu Madgavkar, James Manyika, Sven Smit, Kweilin Ellingrud, Mary Meaney, Olivia Robinson

Topic area: International study that deals with new work trends and effects of hybrid work.

Core summary:
The changes in the world of work caused by the COVD-19 pandemic are sustainable. A study in eight countries shows that trends such as remote work, e-commerce and automation will persist in the long term and will fundamentally transform labor markets by 2030. The highest losses are in occupations with a high proportion of physical work, particularly in hospitality, retail and customer service. In contrast, computer-based activities are increasingly being converted into remote work.

The study identifies ten areas of work based on physical proximity and interaction requirements. The study concludes that areas such as leisure and travel could shrink in the long term as work models change and more processes are automated. External production such as construction or agriculture, on the other hand, remains stable. Office jobs in particular are increasingly being worked out from home, which currently affects a third of employees in developed countries.

By 2030, over 100 million people worldwide will have to change careers, particularly in low-paid jobs. It is expected that highly skilled jobs will increase, while medium and low-paid occupations will decline.

The pandemic has shown that rapid action and adaptability are possible. Companies can restructure work, focus on tasks and create innovative qualification paths. Political support, such as expanding digital infrastructure and more flexible labour market regulations, is crucial.

Link to the article (as of 08.01.2025)

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13. Hybrid Work Is the New Remote Work
    Boston Consulting Group, 2020

authors: Christoph Hilberath, Julie Kilmann, Deborah Lovich, Thalia Tzanetti, Allison Bailey, Stefanie Beck, Elizabeth Kaufman, Bharat Khandelwal, Felix Schuler, and Kristi Woolsey

Topic area: Investigates the hybrid work model and describes various strategies to make hybrid work models sustainable.

Core summary:
Hybrid work has established itself as a new norm and will assert itself as a working model in the long term. Employers are required to make remote work efficient and develop hybrid models that flexibly combine face-to-face and remote work. These models attract talent, promote innovation, and create added value.

Ensuring sustainable remote work is critical. Even though remote work is generally productive, it poses certain challenges, for example in terms of stress and unequal conditions. Companies should introduce measures such as home office subsidies or flexible regulations to create equal opportunities and fairer working conditions.

Leaders must be trained in virtual communication and emotional intelligence to effectively manage teams. At the same time, it is crucial to ensure that the mental and physical health of employees is taken care of. This can be achieved, for example, through programs to improve the reconciliation of work and family life.

Companies should use the current crisis as an opportunity to redefine their working methods. Promoting agility, digitization, and flexible structures, such as bionic organizations or cloud-based systems, enables innovation and geographical flexibility.

Hybrid models require agile methods and intelligent workspaces. By using technologies such as sensor-based workstations and digital systems, flexibility and efficiency can be increased and costs can be reduced.

Hybrid work models offer the opportunity to increase productivity and flexibility. Companies that pay attention to equal opportunities, strong leadership and employee well-being are well positioned for the working world of the future and can secure competitive advantages.

Link to the article (As of 08.01.2025)

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14. Amid spiking burnout, workplace flexibility fuels company culture and productivity
    Future Forum Pulse, 2023

authors: Future Forum Pulse

Topic area: Investigates the effects of workplace flexibility on various aspects of employee experience and corporate culture.

Core summary:
The introduction of flexible work options strengthens corporate culture. Employees who have flexible working models feel more connected to their teams, supervisors, and company values. As part of the survey, flexible work policies were identified as the most important improvement in corporate culture in the past two years.

The results show that 42% of employees are affected by burnout. Inadequate flexibility can increase the risk of burnout by 43%. Happy employees are less stressed and more productive.

Flexible working time models increase productivity by 39% and improve concentration by 64%. Rigid working hours have a negative effect on stress, work-life balance and willingness to quit.

Corporate culture and transparency: Flexible employees rate corporate culture more positively (+57%) and benefit from transparent communication, which significantly increases employee satisfaction. A lack of transparency leads to an increased willingness to change. Companies that use modern technologies promote productivity and employee satisfaction. In companies with outdated technology, the risk of burnout is 31% higher.

Access to flexibility is often linked to a higher position. For example, 75% of managers, but only 41% of specialists, receive flexible working hours. There are also differences in terms of gender, parenting and ethnicity.

The main motives for carrying out office work are collaboration with others (33%) and team spirit (23%). Managers place more emphasis on presence with supervisors, while for non-managers, team cohesion comes first.

The study also shows that burnout sufferers are 3.4 times more likely to change. The group of particularly affected employees consists of young employees and women. 48% of people under 30 years of age and 46% of women are affected by the problems mentioned above. By introducing flexible working models, the number of burnout cases and fluctuation could be reduced.

The surveys were conducted between November and December 2022. A total of 10,243 full-time office workers from six countries were interviewed about flexibility, corporate culture and working conditions.

Link to the article (as of 08.01.2025)

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15. European Desk Sharing Index
    Deskbird, 2024

authors: Deskbird

Topic area: Provides an overview of desk sharing in European companies.

Core summary:
The analysis of work behavior in major European cities shows that employees in Vienna, Zurich and Paris are particularly frequently present in the office from Monday to Thursday. The analysis shows that 74% to 76% of employees in these cities are present in the office. Zurich had the highest figures at 99% on Tuesday and 97% on Wednesday. This highlights the need to adequately equip offices on these days and to optimize office occupancy.

In addition, there is a trend according to which smaller companies in Germany and Great Britain have higher office occupancy, while larger companies are more fully booked in Austria and France. This illustrates the relevance of workplace design tailored to the size of the company.

The return to the office is significantly influenced by the need for social connection and the need for personal collaboration in projects. Hybrid work models that offer flexibility between office and home office are becoming increasingly important.

The evaluation of office occupancy shows that smaller companies benefit from flat hierarchies, while larger companies achieve better organization through structured hybrid models. Companies should use these findings to make their work models and office designs more efficient and to promote hybrid work structures in order to remain competitive.

Link to the article (08.01.2025)

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16. Japan Office Occupier Survey — Work Beyond COVID
    CBRE Research 2022

authors: CBRE RESEARCH

Topic area: Investigates hybrid work models and flexible office solutions in Japan.

Core summary:
Two years after the start of the COVID-19 pandemic, Japan is seeing a dramatic change in working styles and use of office space. It can be assumed that these changes are not only temporary but will be established as a new norm in the post-pandemic world.

After the pandemic, 70% of companies are planning to introduce hybrid work models that combine both remote work and office work. However, 30% of companies are aiming to return to the traditional model of full office presence. The majority of companies with a hybrid working model plan an office presence of between 70% and 90%.

Office occupancy will fall as a result of hybrid working, which means that fixed desks will increasingly be converted into desk-sharing models. Before the pandemic, the average number of employees per desk was 1.06. After the pandemic, this figure will rise to 1.32. Only 24% of companies are planning to reduce their office space. This suggests that the excess space is used for other purposes in most cases and is not returned.

Surplus office space is primarily used for telephone and web conference rooms, concentration zones and communication areas. Organizations are increasingly realizing that communication suffers during the remote work model. For this reason, a focus is now being placed on promoting communication in the office. In addition, 28.6% of companies intend to introduce or expand their use of flexible offices.

The clearer purposes for office presence mean that companies are becoming more selective when choosing office space. The increasing demand for higher-quality office buildings is a direct consequence of the increase in hybrid working.

The health and well-being of employees is paramount when it comes to ESG criteria. This is a crucial prerequisite for long-term growth in the post-pandemic economy. Environmental aspects currently play a subordinate role. However, we expect them to be increasingly integrated into office strategies in the coming years.

Link to the article (as of 08.01.2025)

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17. From remote to hybrid work
    KPMG, 2021

authors: Steven Anthony & Grace Wang

Topic area: Use learnings from corona related remote work to establish sustainable hybrid work models.

Core summary:
The changes in the working world caused by the COVD-19 pandemic have meant that hybrid work has become the new norm. For 87% of companies, the future is a mix of office and remote work. The focus is less on where work is done, but more on how work can be designed. This requires comprehensive digitization and transformation of operational processes. Finance departments have successfully introduced digital processes such as the virtual completion of quarterly reports and will continue to do so in the long term.

However, the new reality of work presents both challenges and opportunities. Technological solutions such as VPNs and collaboration tools have increased the productivity of many teams. However, they are often inadequate for creative tasks such as brainstorming. Employees report an increase in workload, a reduction in teamwork and an increasing risk of burnout.

Meeting these challenges requires a long-term transformation of how companies work. This includes reducing office space in favor of investments in digital tools, promoting flexible work structures and increasing use of automation. Technologies such as cloud solutions, collaborative platforms and, in the future, VR and AR applications will play a central role in shaping the working world.

In order to successfully start the future, companies must holistically combine technology, organization and operating models. This is the only way they can create a productive, efficient and employee-friendly work environment that meets both current requirements and long-term challenges.

Link to the article (08.01.2025)

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18. State of Hybrid Work
    OWL LABS, 2023

authors: Owl Labs

Topic area: Explain the current status and trends of hybrid work in Sweden, Norway, Finland and Denmark.

Core summary:
The study on the working world in the Nordic countries shows that flexibility is a decisive factor for the future of work. 63 percent of the employees surveyed demand the right to work from home and critically assess traditional work requirements. Hybrid work is widespread, but technical problems and lack of informal feedback result in burdens for employees and employers. At the same time, 48% of employees express the wish for a 4-day week and are prepared to forego their salary. It is crucial for companies to integrate modern technologies and offer flexible working models. This is the only way they can meet the needs of their workforce and be successful in the long term.

Link to the article (as of 08.01.2025)

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19. Home office and mobile work?
    Konstanzer home office study, 2024

authors: Florian Kunze, Kilian Hampel, Sophia Zimmermann

Topic area: Brief overview and statistics on the current home office study in Germany.

Core summary:
The latest wave of surveys from the Konstanz Home Office Study shows that the forms of working from home and mobile working are firmly established and shape everyday working life. The desire to work from home remains at a high level (an average of 2.64 days per week). Hybrid work models are preferred. However, managers and employees show significantly different attitudes: Managers are more likely to see problems with efficiency and communication in mobile working. To date, return obligations have been rare (22% of companies). However, they result in a noticeable burden on employees. In addition, when choosing a job, attention is increasingly being paid to the possibility of working from home. Employers are required to offer flexible models in order to remain attractive to employees.

Link to the article (as of 08.01.2025)

20. New Work (Tools, Collaboration, Leadership)
    Lufthansa Industry Solution, 2024

authors: Lufthansa Industry Solution

Topic area: Investigation of how digitization and new technologies have sustainably changed the working world, what competencies and adjustments this requires, and how companies can become more efficient and sustainable through “new work” concepts.

Core summary:
Progressive digitization and the use of new technologies have led to lasting changes in the world of work in recent years. The corona pandemic has further accelerated the trend towards organising work outside the traditional office. This development poses new challenges for both employees and employers. The world of work is increasingly shaped by digital tools and new working methods, which is summarized under the term “New Work.”

The introduction of new IT tools such as MS Office 365 leads to a change in the way employees work, which requires new skills from employees. It is crucial that employees are adequately trained and that the use of the tools is supported by continuous support. The acceptance of new technologies depends less on age and more on previous experiences and the social character of employees in the working environment. It is particularly important that companies seek dialogue at an early stage and attract so-called “early adopters” who take others along through their experience with the new tools.

Digital solutions also offer great potential in human resources. Automating processes such as payslips or travel expense reports can help reduce the burden on HR departments and at the same time increase efficiency and transparency. The work of HR professionals is increasingly moving from pure administration to active support and development of employees. Modern HR tools enable a more precise observation of employee needs, which leads to more informed and faster decisions.

Digitalization means even greater responsibility for managers. They are required to actively drive the change towards New Work, to trust their employees and to ensure that working from home works smoothly. A suitable technical infrastructure and the ability to maintain social ties and team dynamics are of crucial importance. The manager must learn to create trust even from a distance and at the same time to promote a strong team spirit.

However, the introduction of digital working methods presents companies with a long-term challenge. Companies must build a stable digital infrastructure, enable collaboration in the cloud, and continuously monitor change. Even after the pandemic, collaboration tools such as Microsoft Teams will be a central part of the working world. Companies that actively address these changes can increase their efficiency, remain competitive and fit for the future.

Link to the article (as of 08.01.2025)

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21. New Work (figures, data, facts)
    Institute for Applied Work Sciences e.V., 2023

authors: Institute of Applied Work Sciences

Topic area: Concept of New Work, as a redesign of the working world and its implementation as an optimization of existing work models, with a focus on flexibility, digitization and sustainable corporate culture.

Core summary:
New Work is a term that shapes the modern working world and was originally developed by philosopher Frithjof Bergmann. It stands for a reorganization of work that should enable more self-determination, freedom and community. Bergmann's vision was to combine paid work, personal vocation and personal work to create a fulfilling life.

Today, the focus of New Work has shifted: Instead of a radical transformation, the focus is on optimizing existing work. Flexible working hours, digital tools and participatory leadership are the focus of making work meaningful and productive. Adapting to trends such as digitization, demographic change and globalization is essential.

New Work is often used as a collective term for modern work concepts that are intended to reconcile employee needs, self-fulfillment and corporate success. This includes agile structures, new compensation models such as “New Pay” and modern work environments. However, ifaa points out that real change requires more than just superficial measures — it requires profound cultural change.

Bergmann's original values, such as sense of purpose and self-fulfillment, often play a subordinate role in practice. Nonetheless, New Work remains a long-term process that requires an appreciative attitude and continuous development. Companies must actively work on sustainable solutions to make the working world fit for the future.

Link to the article (as of 08.01.2025)

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22. The transformation to a hybrid working world —
    Results report on the Konstanzer Home Office Study 2020-2022
    University of Konstanz

authors: Prof. Dr. Florian Kunze & Sophia Zimmermann

Topic area: Effects of hybrid working models and mobile working on companies' emotional commitment, trust, management practice and employer attractiveness.

Core summary:
In June 2021, the Konstanz home office study showed that 27 percent of respondents perceived a reduced emotional connection with their colleagues since the start of the pandemic. This effect was particularly pronounced among people who worked at home (33 percent) compared to people who worked mostly in offices (21 percent). These changes also had an impact on trust in managers, as 10% of respondents said their manager trusted them less. Employees in hybrid work models were particularly affected (14%).

The study also highlights changes in management practice. Employees expect clear objectives and individual support, but these are not always met. Less than 50 percent of respondents said they experienced these expectations in practice, which highlights the challenge for managers when working remotely.

After the end of the home office requirement in March 2022, many still prefer digital meetings. 48 percent of respondents stated that the majority of their meetings take place digitally. This form was found to be efficient and less burdensome.

The productivity and exhaustion of managers and employees was also examined. Managers rated their own productivity higher than that of their employees, even though their emotional exhaustion had increased.

Face-to-face work remains important, especially in creative work processes. 40 percent of respondents considered personal interactions to be decisive, but the coordination of attendance time was not yet sufficiently established, making exchange difficult.

The study also shows that mobile working is becoming increasingly important for employer attractiveness. In 2020, more than half of those surveyed said they were looking for home office options when choosing a job. Companies that offer more flexible working models can increase their attractiveness.

The study also shows that mobile working is becoming increasingly important for employer attractiveness. In 2020, more than half of those surveyed said they were looking for home office options when choosing a job. Companies that offer more flexible working models can increase their attractiveness.

Finally, the trend towards working from abroad was discussed: 34 percent of respondents believe it is possible to work from abroad as part of mobile working. Programs such as BASF's “1000 Satellites” offer new flexibility here. Overall, the study shows that hybrid and mobile work models will play a central role in the future and that companies must invest in them in order to remain successful and sustainable.

Link to the article (as of 08.01.2025)

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23. Home office and the future of offices: Flexibility Reduction and conversion potential
    Ifo, 2024

authors: Simone Krause, Andreas Trumpp, Tobias Dichtl, Susanne Kiese and Alexander Rutsch

Topic area: How the introduction of home office and hybrid working models is changing office space requirements, leading to a reduction in office space and desk sharing.

Core summary:
The establishment of home office and hybrid working models is leading to a fundamental change in the requirements for office space and therefore has a significant impact on the office market. Companies are reducing their office space, focusing more on desk sharing and expanding meeting and social spaces to promote personal exchange. Large service companies in particular are adapting their office concepts, modernizing their equipment and optimizing their IT infrastructure.

As a result of the declining demand for office space, options for converting office buildings, in particular for residential space, are becoming increasingly important. In the seven largest German cities, there is a medium-term potential of 5.8 million m² of office space for conversion to around 60,000 apartments. However, it should be borne in mind that only a small proportion of office buildings are economically suitable for this conversion. Other alternatives, such as conversion to life science facilities or educational institutions, offer additional prospects but are limited.

The falling demand for office space is leading to increasing vacancy rates, particularly in older office buildings. At the same time, construction activity is increasing due to high demand for modern office space, which increases the vacancy rate in the top 7 cities to 6.7%. A further increase to around 8% is expected in the coming years.

The redesign of workspaces for hybrid work models includes making use options more flexible and optimising office equipment. Desk sharing and the expansion of social spaces increase space efficiency, while a larger IT infrastructure meets the requirements of hybrid working. Large service providers are also increasingly considering a change of location, as more modern office buildings or more conveniently located locations are preferred.

The analysis shows that the office landscape will not disappear. However, greater flexibility and adaptation to new work realities are required. The conversion of office space into living space or other uses can make an important contribution to sustainable urban development.

Link to the article (as of 08.01.2025)

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24. New Work — generation-oriented design of work and office environments
    Springer Verlag, 2021

authors: Martin Klaffke

Topic area: Designing modern working environments as part of “New Work”, which are intended to promote cultural change through hybrid work models, flexible office spaces and cultural change.

Core summary:
“New Work” stands for future-oriented working environments that are intended to promote agility and productivity and increase employee well-being. In addition to designing flexible office space, this also includes cultural change in the areas of leadership, collaboration and communication. The transition from traditional office structures to modern work environments requires targeted measures and a systematic change management process.

The transformation of working environments has gained momentum as a result of hybrid work models and the Corona pandemic. The option of teleworking has the potential to reduce the space required for work spaces and thus reduce costs. It should be borne in mind that the provision of offices must continue to promote innovation and creativity in the future. Flexible room design promotes well-being and the exchange of knowledge, reduces conflicts and improves the team climate.

Office design not only has an influence on efficiency, but also on the identification of employees with the company. Various forms of office culture have developed over time, including open-plan offices, cubicle offices, and hybrid work models. The possibilities of mobile work and progressive digitization open up new opportunities for flexibility, which require a corresponding adjustment of the room structure.

The increase in hybrid work models is leading to unused office space, which contributes to cost reductions. It is recommended to optimize office utilization and create incentives for increased use. Companies should create workplaces that support different working styles and take into account the needs of a diverse workforce.

When designing new office environments, the following points are crucial: promoting knowledge exchange, teamwork, different working methods, health and safety aspects, adaptability of spaces, mobile working, and taking corporate culture and environmental sustainability into account.

Fostering multi-generational workforces requires flexible working conditions and locations. The cultural change within the framework of “New Work” goes beyond the mere application of new working methods. It aims at greater transparency, self-organization and cooperation in order to increase innovative capacity and productivity. Companies that successfully implement this change secure long-term competitive advantages.

Link to the article (as of 08.01.2025)

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