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En Move-in
After moving to a new office
You need to know whether the new environment supports the work, whether spaces are used as intended and where friction appears.
Follow-up, post-occupancy evaluation and adjustment planning
Follow up the office after move-in and prioritise the right adjustments.
After move-in, it becomes clear how the office works in everyday use. We help organisations follow up how the workplace is used, experienced and supports the work when the strategy meets actual use.
The result is a concrete adjustment plan for decisions about spaces, ways of working, use rules, communication, change management and continued improvements.
The follow-up shows whether the workplace strategy, environment and ways of working function together. It makes it possible to separate temporary bedding-in issues from things that need to be adjusted for the office to work better over time.
When the service is needed
When should the office be followed up after move-in?
Post-occupancy follow-up is needed when the organisation has moved, fitted out, introduced new ways of working or changed the role of the office. Even well-planned office projects need adjustment once people start using the environment in practice.
Fit-out
After fit-out or space changes
When the office has changed, the organisation needs to see whether functions, rooms, flows and behaviours work in everyday use.
Ways of working
After new ways of working
Activity-based, hybrid or more flexible ways of working require follow-up of the environment, use rules and actual use.
Friction
When employees experience problems
The follow-up separates problems caused by space, function, sound, rules, communication or engagement.
Data
When occupancy does not match the plan
Attendance, peaks, empty spaces and overloaded rooms need to be interpreted before new decisions are made about space and sizing.
Decision
When leadership needs an action plan
An adjustment plan gives a prioritised view of what should be changed immediately, followed up or decided at leadership level.
Definition
What does post-occupancy follow-up mean?
Post-occupancy follow-up is a structured evaluation of how the new or changed workplace functions in everyday use. It shows what works, what creates friction and which adjustments will have the greatest effect.
It can be described as a practical post-occupancy evaluation, but with a clear focus on decision support: what needs to be changed, prioritised or reinforced for the workplace to work better?
Use
How are the office, spaces, rooms and zones used over time?
Experience
How do employees experience focus, collaboration, meetings, sound environment, clarity and support for the work?
Actions
Which adjustments should be made in environment, ways of working, rules, communication or leadership support?
What we follow up
We combine data, experience and observation
A single measurement is rarely enough. We combine several perspectives to understand what is happening, why it is happening and which actions are most reasonable.
Space
Use of the office
Attendance, occupancy, variation between days and use of workstations, meeting rooms, focus areas and social spaces.
Insight
Employee experience
Focus, collaboration, meetings, sound environment, wellbeing, clarity, access to the right spaces and support for tasks.
Behaviour
Ways of working and behaviours
Whether zones, booking principles, hybrid routines, meeting culture and new ways of working are actually used as intended.
Engagement
Leadership and engagement
Whether problems are caused by the physical environment, unclear use rules, insufficient communication or a need for manager support.
Sizing
Space and office sizing
Whether the office has the right balance between desks, meeting rooms, focus settings, social spaces and support areas.
Decision
Actions and prioritisation
What should be done immediately, what should be followed up and what requires larger decisions or investment.
Process
From signals to prioritised adjustments
The process is adapted to the size of the office, the project goals and the data available. The aim is to produce material that can be acted on.
Target picture and questions
We start from what the office change was intended to achieve and which questions leadership, HR, facilities management or the project team need answered.
Data collection
We collect relevant material: employee insights, attendance data, occupancy, observations, interviews or workshops.
Analysis of friction and causes
We separate symptoms from causes: is the problem about environment, space, rules, behaviours, leadership or engagement?
Prioritising actions
Actions are sorted by effect, feasibility, cost, dependencies and whether they require quick or larger decisions.
Adjustment plan
You receive concrete material with recommendations, decision points and next steps to improve the workplace.
Follow-up of actions
Where needed, we follow up whether the adjustments had the intended effect and whether new questions need to be addressed.
What do you get?
An adjustment plan that can be used
The adjustment plan shows which changes should be made for the workplace to work better. It may involve physical adjustments, clearer use rules, changed communication, improved meeting structure or continued change management.
Combined current picture
What works, what does not work and which patterns are visible after move-in.
Analysis of use and experience
A combination of employee insights, attendance data, occupancy, observations and dialogue.
Identified friction points
Where problems arise and whether they are mainly caused by space, function, rules or engagement.
Prioritised action list
Recommendations for quick adjustments, larger decisions and questions that should be followed up.
Material for leadership and project team
Decision support for HR, facilities management, managers, project team and leadership.
Plan for continued improvement
Suggestions for how actions should be followed up and how the workplace can develop over time.
Timing
When should the follow-up be done?
Follow-up should not be done too early. Immediately after move-in, the organisation is still learning the office, finding new routines and understanding how the spaces work in practice. If the organisation needs early signals, an initial follow-up can be carried out after about 3 months.
A deeper follow-up can then be carried out after 9-12 months, when patterns of use, ways of working and behaviours have become more stable. The later follow-up provides better evidence for larger adjustments, investments or changes in ways of working.
Difference from a standard survey
More than a survey after a move
A standard satisfaction survey can show whether employees are satisfied or dissatisfied. It does not always show why problems arise or what the organisation should do about them.
We combine experience data with attendance data, occupancy, observations and workplace strategy to identify actions that can be prioritised and decided on.
Connection to other services
The follow-up can usefully be compared with the original target picture
Post-occupancy follow-up is strongest when it is connected to the workplace strategy, the decision support and the ways of working the organisation wanted to achieve. This makes it easier to see whether problems are about the environment, use, engagement or the target picture itself.
FAQ
Common questions about post-occupancy follow-up
What is post-occupancy follow-up?
Post-occupancy follow-up is a structured evaluation of how a new or changed office works in practice once employees have started using it.
What is post-occupancy evaluation?
Post-occupancy evaluation means assessing how a new or changed workplace works in practice and which adjustments are needed. In this service, the focus is on practical decisions and improvements after move-in.
When should you follow up a new office?
Follow-up should not be done too early, as the organisation is still learning the office immediately after move-in. An initial follow-up can be carried out after about 3 months if the organisation needs early signals, and a deeper follow-up after 9-12 months.
What is an adjustment plan?
An adjustment plan is a prioritised recommendation of what should be changed after move-in, such as spaces, furniture, use rules, communication, meeting rooms or ways of working.
Is post-occupancy follow-up the same as an employee survey?
No. A survey can be part of the follow-up, but we combine employee insights with attendance data, occupancy, observations and dialogue to understand causes and actions.
What can be adjusted after move-in?
Typical adjustments include zones, focus areas, meeting rooms, booking rules, hybrid routines, sound environment, communication, leadership support and how different spaces are used.
Next step
Do you want to know what needs to be adjusted after move-in?
We can help you follow up how the office works, identify what creates friction and develop concrete material for the next decision.
