We asked respondents to evaluate how much they were making use of measures intended to encourage connections on a 7-point scale. Figure 4 shows the average score broken down by categories specifying the organizational and individual characteristics.

First of all, when we look at workplace satisfaction* by category, we can see that workplaces with high worker satisfaction rates utilize the measures more across the board, compared to workplaces with low worker satisfaction rates.

In addition, looking at the subcategories of results-based and seniority-based approaches in workplaces where worker satisfaction is low, we found that workers in organizations with a strong results-based approach utilized self-introductions (morning and end-of-day assemblies) and neighborhood associations/study groups more. In organizations with a strong seniority-based approach, spaces dedicated to specific divisions and coffee corners are seeing particular use.

Next, regarding seating arrangements, people in free address systems use connective measures more than people in assigned seating systems.

Looking at the length of employment, we can see that many spaces remain underutilized by employees who have been working for less than 5 years, compared to those who have been employed for 6 to 9 years. As for activities, the length of employment did not affect the degree of utilization as strongly as it did for the types of spaces.

In addition, workers who have been employed for 10 years or more appear less likely to utilize measures to encourage connections, both in terms of spaces and activities. For the more recent hires, it may be better to have them participate in an activity, which will gradually lead them to forge connections and to make use of communal spaces more.

As for personality type, introverts are less likely to utilize such measures compared to extroverts, and tend to be less willing to join in conversations and obtain information on their own. In such cases, measures that prompt casual associations, such as designated spaces for specific divisions, self-introductions (morning/end-of-day assemblies), and extracurricular activities may prove effective.

* Satisfaction with the workplace: In this study, this is set based on the satisfaction of "satisfaction with one’s own growth and job" and "degree of freedom in expressing opinions / taking actions."

Figure 5 shows the results of a survey indicating that as the number of connections increases, workplace satisfaction rises in tandem.

We found that this trend applied consistently regardless of the size of the office. An increase in the number of connections means that people regularly come by opportunities to understand others and to build a relationship of trust, which then forges a work environment where workers can carry out their work with peace of mind.

As seen in Fig. 4, the higher workplace satisfaction is, the more the range of measures intended to encourage connections will be used. Also, although we had to leave it out in this issue, if measures to encourage connections work as intended, they produce a clear increase in the number of connections. As a result, we can expect the circle of connections to expect even wider (Fig. 6).

Summary of Encouraging Connections

If enough people make use of measures that are intended to encourage connections, the number of people thus connected will rise, and the increase in the number of connected people will result in a workplace where people can devote themselves to work with peace of mind. This will result in a virtuous cycle in which the rise in workplace satisfaction leads to the utilization of measures.

In order to create this cycle, it is necessary to encourage groups that have been underutilizing the measures that encourage connections to try out new measures. It is important to determine whether the measures to be introduced match the characteristics of the organizational culture and the workers, and manage them in a way that encourages their utilization.