In briefDo not start with square metres per employee. Start with peak attendance, the work people do, privacy needs, meeting demand and expected growth. Convert those requirements into rooms and work settings, then test the total area against circulation, accessibility and building constraints.
The sizing equation
- People: Peak attendance, not payroll headcount
- Work: Focus, calls, collaboration and clients
- Change: Growth margin and layout adaptability
Why one square-metre ratio is not enough
A sales team that spends much of the week with clients does not use space like a confidential advisory team. A design studio needs pin-up and project areas; a call-heavy operation needs acoustic separation; executives may require rooms that also host visitors. The same headcount can create very different demand.
Use the benchmark below as a planning conversation, not a legal density rule or final architectural schedule. The building, fire strategy, accessibility, mechanical systems and local approvals must still be checked by qualified professionals.
- Team: 5–10 people; Plan first: One good team room plus bookable meeting access; Common mistake: Taking a large internal boardroom that stays empty
- Team: 11–25 people; Plan first: Focus seats, one collaboration setting and call privacy; Common mistake: Counting desks but ignoring concurrent calls
- Team: 26–50 people; Plan first: Neighbourhoods, varied room sizes and support space; Common mistake: One oversized meeting room and too few small rooms
- Team: 51–100 people; Plan first: Utilization data, arrival flow, hospitality and resilience; Common mistake: Assuming every department peaks on the same day
A five-step headcount calculator that works
First, list total headcount by function. Second, estimate peak attendance for each day rather than using an average. Third, count concurrent activities: focused work, private calls, internal meetings, client meetings, training and breaks. Fourth, assign a setting to each activity. Fifth, add circulation, storage, support, hospitality and a growth reserve.
The growth reserve should match uncertainty. A company with signed hiring plans may need physical capacity. A project-based business may be better served by an expansion option in the same building or network. Empty space paid for today is not the only way to protect tomorrow.
Inputs worth collecting
- Attendance by weekday and by function
- Number and duration of private calls
- Meeting-room demand by group size
- Visitors, deliveries, storage and accessibility needs
Test the plan before signing
Walk the proposed office at the busiest expected hour. Place real teams on the plan, simulate two client meetings and identify where calls, visitors and deliveries go. Check sightlines, acoustic separation and the journey from entrance to meeting room, not only the desk count.
Shortlist a small office, large office or custom solution using the same workplace brief. Comparing layouts against one brief exposes whether a larger area actually solves more work or simply creates more unused floor.
FAQ
How many square metres per employee should I allow?
There is no responsible universal answer. The correct allowance depends on work mode, occupancy, room mix, building systems and code requirements. Use a qualified planner for the final schedule.
Should hybrid teams have one desk per employee?
Not automatically. Use peak-day evidence and protect access for roles that require consistent attendance. Desk sharing only works with clear booking, storage and team-day rules.
How much growth space should we add?
Tie it to a credible hiring horizon and the availability of nearby expansion. A contractual expansion option may be more efficient than carrying empty space.