By Rachel Walls
One of the themes that stayed with me from the CoreNet Global Summit in Anaheim was that the workplace is no longer just about space- it’s about people. In a session focused on aligning CRE strategy with the talent lifecycle, the message was clear: there is no universal workplace formula, and the most effective workplace strategies start by understanding what helps people do their best work, connect with their teams, and feel supported throughout their time with an organization.
For years, workplace conversations centered around efficiency, utilization, and cost per square foot. Those metrics still matter, but increasingly, the smartest organizations are asking a different question: how can the workplace help attract talent, strengthen culture, and create an environment where teams actually want to come together?
Takeaway #1: Corporate real estate should be aligned with the full talent lifecycle.
It’s not just about where people sit, but how they are recruited, onboarded, supported, and retained. For companies competing for talent, the workplace can be part of the value proposition. Location matters. Access matters. The quality of the environment matters. Employees are evaluating not just the role, but whether the workplace feels like a place where they can thrive.
Takeaway #2: Effective workplace strategy balances collaboration, focus, wellness, and flexibility to meet employee and business needs.
Some teams need more opportunities for collaboration and connection. Others need more privacy and focus space. The best workplace strategies start by asking: What problems are we trying to solve for our people and our business? That might mean more team space and shared neighborhoods, better access to focus rooms, wellness-oriented amenities, or flexible environments that can adapt as teams evolve. The physical environment should respond to how people actually work- not just how we assume they work.
Takeaway #3: Pilot workplace changes before scaling them.
Assumptions can be misleading. Leaders may predict one level of engagement, but people often respond differently once they experience a workplace designed intentionally for how they work. That’s why pilots matter: they allow teams to test, learn, and refine before making broader investments.
Today, the workplace has to earn the commute. Its role is less about housing individual task work and more about creating the kinds of experiences people can’t easily replicate elsewhere: stronger collaboration, better onboarding, deeper team connection, and cultural reinforcement. Workplace designers must ask- what kind of experience is this space creating for the people we’re trying to attract, support, and retain?