Can 100% hot-desking really work?

Can 100% hot-desking really work?


Can 100% hot-desking really work?

iCare Health is an interesting example of how 100% hot-desking working can be successfully achieved. No one, including the MD, has their own desk. And, everybody sits next to someone different every day.

Of course, as no two companies are the same 100% hot-desking may not be the way forward for your organisation. Every organisation is different. The differences are many – industry, location, workforce demographics, culture, processes, structure are just a few (see note below).

Therefore it is obvious that no one solution can work for all – of course it can’t - but 100% hot- desking in some guise may be right for your company to consider. It is essential that the solution is designed to fit your unique organisation and its workforce.

This is how it has worked for iCareHealth…

iCareHealth was located in traditionally designed, open plan offices within a Grade 2 Listed building. They felt the constraints of this space were holding operations back, so they contacted us with their radical new brief. The company wanted a workspace that would allow 100% hot-desking, along with specific quiet and noisy environments on opposite sides of the building.

Our design had to be cutting edge and contemporary, while retaining the character and heritage of the Grade 2 listed building. The new design created different spaces for working in collaboration or individually (allowing privacy when needed), while keeping the space light and inspiring.

Smart lockers were installed in the breakout area for staff to collect post, store personal items and charge laptops. Both formal and informal meeting spaces were incorporated into the redesign, along with full support for mobile technology.

Simon Martin, CEO of iCareHealth believes the change in the way the company now operates provides a more stimulating yet productive environment that works both for staff and the business.

He explained:

“Constructive Space has created an office that works for us beyond my expectations. The Project team communicated clearly at every step and delivered a painless outcome.”

For more information on how 100% flexible working can work for your information contact me – Nick Hull - nick.hull@constructivespace.com.

Jim Ware, founder and Executive Director of The Future of Work. ..unlimited describes how one organisation can differ from another:

  • Industry

Banking operates differently from high tech and from advertising and from insurance – and so on.

  • Region

The Northeast has different weather patterns and urban areas and commute patterns and social habits and sports interests than the Southwest – and so on.

  • Workforce Demographics

We’re all familiar by now with the core differences between Boomers and Gen X’ers and Gen Y’ers and Millennials and Generation Alpha. But there are also gender differences (men really ARE different from women), ethnic differences, racial differences, full-time/part-time differences, and personality types (extraverts, introverts, etc.).

  • Culture

Some cultures are bureaucratic, some are innovative, some are entrepreneurial; some are “nice” while some are confronting and demanding; and some are empowered, some controlled.

  • Structure

Some organizations are formal and hierarchical; others are informal and “flat.” In some organizations rank hath many privileges, including standard square footage for offices. In others, networks are more prominent, or communication hubs. Some organizations have distinctive functional “walls” or stovepipes; others are more free-wheeling and fluid.

  • Work Styles

Some organizations are addicted to meetings. Others focus more on individual contributions. Collaboration is the order of the day in many businesses, while in other steams and task forces are rare. Sometimes learning and trial-and-error are valued and expected, while in others you had better get it right before you share your idea with anyone else. In some places I’ve worked the norm is formal stand-up presentations to the higher-ups; in others it’s common to prepare written reports.