Resources Matter
Before the pandemic, we started a research program around stress in the workplace. We wanted to test these various resources to see how much they can influence stress and performance. With many more of us experiencing increases in stress and being thrust into unexpected working arrangements because of the pandemic, these issues have only become more important. Are the workplace resources at our disposal related to our stress and work performance, whether we’re working entirely off-site, entirely on-site, or in some combination of the two? The short answer is yes.
We developed the following model for studying the role of resources in providing resilience (or a buffer for stress) and improving performance. Then, we conducted a study in July 2020 with US knowledge workers.
Perceived Workplace Resources, Stress, & Performance
Our findings demonstrate a clear connection between each workplace resource category and experience of chronic stress, with each category being directly and independently related to chronic stress. The more chronic stress experienced by employees, the more these resources were perceived as gains. Resources become more important as stress increases on the order of one to three percent per category. Modest, but significant.
Similarly, our findings also demonstrate clear links between each workplace resource category and individual performance. The more employees perceived these resources as gains, the better they performed—on the order of five to 18 percent per category. It’s clear that all workplace resources are important to both managing chronic stress and performing well. We then looked at all the factors in the model to better understand how they may interact to influence performance.
When accounting for all the pieces in the model: workplace resources, job demands (fulfilling and constraining), chronic stress, and sensory processing sensitivity, we were able to detect the most important resources for building resilience (mitigating stress) and improving performance.
These on-site workplace factors are most influential and account for 19% of performance
Ambient Qualities
Legibility
Culture
These remote work factors are most influential and account for 23% of performance
User Control
Ambient Qualities
Accessibility of Coworkers
• While on-site, ambient qualities, legibility, and culture are the most important resources affecting resilience. Gaining these types of resources mitigates stress, improving performance by 19 percent. On the other hand, when these resources are lacking, performance decreases by 19 percent.
• While off-site, user control, ambient qualities, and access to colleagues are the most important resources for resilience and mitigating stress, improving (or decreasing, if lacking) performance by 23 percent.
Perceived Resources in Different Work Contexts
Our findings also echo what most of us experienced in terms of what it has been like to work off-site and on-site.
Remote-Only: Big Gains, But Threats Too
Remote-only workers had largest gains in user control and policy resources when compared to workers that worked only on-site or a combination of on- and off-site. Remote-only workers, however, also experienced the presence of threats—particularly in their lack of proximity to colleagues for appropriate access to and time with them for coordinated work.
Also, remote-only workers were asked to respond to a hypothetical scenario. If they were to return to their workplace, and it remained exactly as it was prior to the pandemic, how would they perceive those workplace conditions in terms of resources? There were drops in resource gains in terms of their health and safety while near colleagues. Ambient qualities also presented a threat, which wasn’t surprising since they included air quality.
On-Site Only: Minimal Gains, But No Threats
Looking at workers that were only on-site, they had the smallest gains to resources, if any at all. On average, these workers were neutral on space variety and policy, not viewing these as threats or gains to their personal resources.
Hybrid: A Happy Medium
Workers that had worked both remotely and on-site had more gains than on-site only workers, as well as no threats. Workers that experienced both remote and on-site work seemed to get the best of both worlds—minimizing exposure to colleagues when not necessary and capitalizing on coordinated work, tools and technology, and culture when on-site.
As we emerge from the pandemic, it will be interesting to see how these perceived resources may change.
At-Risk Populations
When investigating stress in the workplace, it makes sense to pay close attention to employees that may have a higher risk of experiencing stress. We know that people experience the same built environment differently. This is partly due to sensory processing sensitivity, a hyper-sensitivity to stimuli and stress that is one of the key variables in the model.
Those with high sensory processing sensitivity often are more empathetic—a desired trait for managers—and account for 31 percent of the general population. Our findings show that the sensory processing sensitivity relationship with frequency of health-related stress symptoms is quite large at 30 percent.
Most Influential Factors for On-site Performance
Results for At-Risk US Knowledge Workers
While on site, fulfilling job demands and culture resources are most important for mitigating stress, improving (or decreasing, if lacking) performance by 33 percent.
General Work Factors
• Job Demands
Situational Stressors
Personal Factors
• Chronic Stress
• Sensory Processing
Workplace Resources
• User Control
• Proximity to Coworkers
• Tools & Tech
• Space Variety
• Ambient Qualities
• Legibility
• Policies
• Culture
Outcomes
• Resilience to Stressors
Work Performance
Most Influential Factors for Off-site Performance
Results for At-Risk US Knowledge Workers
While off-site, user control, ambient qualities, and tools & technology are most important for mitigating stress and Improving performance (or decreasing, if lacking) by 37 percent.
General Work Factors
• Job Demands
Situational Stressors
Personal Factors
• Chronic Stress
• Sensory Processing
Workplace Resources
• User Control
• Proximity to Coworkers
• Tools & Tech
• Space Variety
• Ambient Qualities
• Legibility
• Policies
• Culture
Outcomes
• Resilience to Stressors
Work Performance
The Impact of the Pandemic on Younger Generations
One population cohort that may be particularly vulnerable to resource threats in the workplace post-COVID-19 is Generation Z. Gen Z is experiencing a significant disruption at a critical time in their development. Schooling, particularly at the higher education level, and transitioning into the workforce now look radically different for members of Gen Z. Graduating from college and smoothly joining the workplace was a reasonable expectation for many Gen Zers before the pandemic. Due to COVID-19 however, these expectations have dramatically changed, causing stress levels among members of Gen Z to skyrocket. Other issues brought on by the COVID-19 pandemic, such as social isolation and missing important public milestones that mark growing up (such as prom, graduation, etc.), are also driving a serious mental health crisis in young people today. As a result of these challenges, Gen Zers may be more sensitive to potential workplace stressors that affect their well-being.
Including the Neurodivergent
Lastly, people with high sensory processing sensitivity share a similar hyper-sensitive response to stimuli as many of those with the sensory processing integration challenges often associated with a range of neurodivergent conditions, such as autism, ADHD, anxiety, and PTSD. Neurodivergent employees also can benefit from addressing resources for workers with high sensory processing sensitivity, without needing to disclose their medical condition(s).
The Future-Ready Workforce
In short, addressing environmental and social support needs of those with high sensory processing sensitivity—nearly 1/3 of the general population—also meets the needs of the rest of the population. “Although it is beneficial to foster positive environments to enable highly sensitive individuals to thrive, when seemingly small (or even great) changes are made via interventions, policies, and awareness it’s likely to promote the greater good for all. “
Crafting a resilient workplace for highly sensitive employees stands to benefit the broader workforce.
A Word about Culture
The way an organization perceives various resources and places value on them often depends on the organizational culture type and any sub-team cultures. Some cultures are more impacted by the presence or absence of resources when it comes to supporting performance and mitigating stress.
The Collaborate culture spends a lot time working together on internal, long-term development to create lasting results. It makes sense for them to depend heavily on the use of collaborative technology, as well as spaces to socialize, restore, and build team camaraderie.
The Compete culture likes to do things now and meet their goals quickly. They place the most importance on having a legible floor plan and the ability to easily see their coworkers. They don’t want to waste time trying to discern the intended use of awkward spaces or looking for their coworkers when coordinated efforts are needed.
The Control culture is all about long-term development and doing things right. Some of their most valued
resources are choice in individual work points and access to AV conferencing technology. They require vertical
screens and panels to block views and the ability to have confidential conversations, but they also want to quickly
see and have access to their coworkers.
The Create culture wants to do new things. Their focus is on rapid development of ideas that can lead to innovation. Over any other culture type, the Create culture places the most value on resources to support performance. They
value access to collaboration spaces, being able to see their each other, legible navigational cues, and the ability to
adjust aspects of their workspace. To mitigate stress, the Create culture also values thermal comfort and access to
coworkers as well as nature and natural elements.
Built Environment: More Than a Wellness Room
Whether on-site or at home, ambient qualities, user control, and technology and tools contribute to resilience. This goes beyond specific spaces dedicated to wellness. Workers rely on these resources more so as stressors arise.
• Freedom from noise; thermal comfort; and access to clean air, daylight, nature, and natural elements deter distraction and give breaks as needed.
• Visual access to coworkers, clear navigational cues, and easily identifying the intended activity for a space allow for less friction in the workday.
• Work-point adjustments, such as ergonomic seating and use of panels to display ideas and block distracting views, support exact needs on-site and at home, too.
• Task-specific tools and collaborative technology that connect coworkers and facilitate coordinated work ease the challenge of not being together.
Social Support & Social Capital: Walk the Talk
Culture is best experienced on-site. The built environment communicates organizational values through design and
is experienced in the presence of colleagues. Make extra effort—time and intention—to align the remote experience
with the values of the on-site experience. Frequent, non-task-related touchpoints help, especially for newer employees
and those seeking mentorship. All modes of collaboration are important: inform, think, connect, and do. Technology-enabled group spaces on-site and proper collaborative technology while working remotely allows for better coordinated efforts, regardless of purpose and location.
Being future-ready means ready to take on anything that comes your way. It requires removing resource threats and investing in resource gains for your employees—regardless of where they do their work.
Investments here, coupled with appropriate and fulfilling job demands, could offset the costs of lower performance, higher healthcare expenditure, and attrition. Most importantly, when the next major crisis hits, your workforce will be more resilient and ready to take on what comes their way.
Resource: Haworth
