Macro Shift Living on Screen For most of us, there are a lot more meetings and a lot more — if not the majority — involve video. How many of your one-to-one interactions are on a screen versus over a cup of coffee?

For many of us, we’re spending far more time in screen-based interactions and less in person. It’s arguably the biggest change impacting work and will have far-reaching repercussions on human behavior and the workplace.
This shift from in-person to screen-based interaction has upended work behaviors and norms, which, in turn, impacts organizational culture. The ramifications for employee wellbeing and job performance are very real.
If you look at your calendar compared to five years ago, what differences do you notice? How big is this change? People now spend more time in virtual collaboration sessions than fully face-to-face interactions, according to Steelcase WorkSpace Futures research. The shift toward screen-based interactions seemed to happen gradually — then all at once. It gained momentum in the 2010s, fueled by the rapid adoption of video-enabled smartphones and more widely accessible video conferencing technology. As platforms such as Microsoft Teams and Zoom became popular, people could join meetings from anywhere. But it was the pandemic that drove rapid adoption and new norms – within four years work behaviors were altered in substantial and long-lasting ways.

Collaboration platforms enabled remote and hybrid work, which led to an existential crisis for the office. Many workplaces became eerily quiet as organizations experimented or struggled with return-to-office and hybrid work policies. While leaders are starting to require more consistent in-office work, they’re also seeing attendance patterns solidifying in ways that can make the office feel alive on some days and empty on others. The mainstreaming of hybrid work has changed how, when and where people are working. People have more flexibility to cope with the demands of work and personal lives. But they are juggling more meetings over a longer period of time and in greater isolation.

Most people stay at their desk and join meetings virtually instead of going to the meeting room. People are choosing convenience over connection. New behaviors have emerged caused by the increase of screen-based interactions. The biggest change is where people participate in meetings — many staying isolated at their desks or competing for private enclaves. Easy-to-use, more equitable collaboration spaces, room booking systems and a little time buffer between meetings can encourage people to come together. But right now, people say the top reason they’re not leaving their desk is, essentially, it’s easier to stay put.

Top reasons why people take video calls at their desk
1    Easier to connect without moving from my individual space
2    Better and more equitable experience for all participants
3    Lack of time to move between meetings
4    Room is not booked in advance % choose to stay at their desk  24 % go to a single room or enclave  26 % go to a meeting room  Microsoft researchers uncovered a new work pattern they dubbed “the triple-peak day” in which workers are not only most active at peaks before and after lunch, but also before bedtime. The number of meetings has increased overall. More meetings are on screen than in person 42 % more chats are sent in the evening now by the average Microsoft Teams user
50 % include remote
participants  This emerging behavior where people take video calls from their desk may save time, but it can also be problematic for performance and employee wellbeing. Microsoft researchers found that people are on email in at least 30% of remote meetings. Other data suggests it happens almost non-stop – indicating that people aren’t fully engaged or paying attention in virtual meetings. And people taking video calls at their desk can be disruptive to nearby co-workers.  New work patterns need new spaces  The majority of people say they prefer to be in the office for collaboration (co-creation, idea generation) and meetings (information sharing, decision making) according to Steelcase research. But if they’re not leaving their desks to do group work in-person, they, and the organization, are missing out on the benefits of people coming together. Research shows less-frequent social contact can lead to anxiety, depression and loneliness. 56 44 % fully in-person

Employees want a better experience at work Our research found the top things employees around the world want are in response to the dramatic increase in screen-based work: Privacy Spaces that support their wellbeing Spaces that enable virtual collaboration Access to enough power Contributors: Chris Congdon, Editor in Chief, Work Better magazine; Amy Willard, WorkSpace Futures Researcher Promising data analyzed from Steelcase sales patterns finds that organizations are stepping up privacy solutions in the office and increasing access to power in social and collaborative spaces. But employees say there aren’t enough spaces that support effective virtual collaboration — rooms that have been created with easy-to-use technology, designed for optimal experiences for both in-room and remote participants. 

The shift toward screen-based interactions is a key factor for designers to consider as they look at how the office needs to change. It’s no small challenge to create a sense of energy, collegiality and productivity in workplaces when people are not consistently present or living on a screen.

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