Is Hotdesking as Hot as It Seems - Coursework Example

Is Hotdesking As Hot As It Seems? Human Resources Management (HRM) has since been ascribed an essential role in achieving the goals of organizations. Its rise had important implications on the recognition of workers. The competencies of employees have been given more notice in recruitment and selection as well as in training and development (Van Marrewijk & Timmers, 2003). Its strategic position as a sounding board for top management and facilitator and change agent in the restructuring and transformation processes of the company is equally balanced with its role as an important partner for employees. “Thus, the HRM function positions itself in two ways: as the architect of new organizational structures and work systems, and as coach in management development processes and companion of employees in turnaround processes” (Van Marrewijk & Timmers, 2003, p.174) Organizational systems go through various changes over the years. A lot of factors trigger organizational leaders to come up with innovative strategies to keep their companies afloat especially in a sea of competition with others. Currently, the global financial crisis forces companies to re-think their operational systems as cost-cutting measures are being implemented for businesses to go on. As of yet, millions have been retrenched as unemployment rates continue to stagger. The once dynamic buzz in most offices has been replaced by occasional movement noises, frequent phone rings or for some, deadening silence. However, in some organizations, such is not the case. In an effort to save workers’ jobs, companies have come up with work alternatives that would cut costs while keeping their employees. Mostly it is the HR department that handles the job designs of employees. Instead of fully cutting the ties to employment, some workers have gone to work part time, flexitime, work from home or get into job sharing with some co-workers. These alternatives save the companies a lot of money on compensation and benefit expenses. Aside from that, many companies have adopted the “Hotdesking” arrangement which also cuts expenses for office space. Hotdesking has emerged as a new term for a work practice that started in the nineties. The term originated from old naval practices of “Hot bunking” where shifts of sailors share limited bunk space. It is also known as location independent working because workers are not assigned their own permanent work spaces and are just provided one as needed for the day (Gordano Knowledge Base, 2009). Hence, staff share work spaces on different periods of the day. This has been made possible to maximize the use of space especially for companies whose employees are usually out of the office most of the day. Workspace equipped with a desk, computer, chair, and all that is necessary for work is available to anyone who needs it and is not particularly assigned to one employee. The nature of this practice has also gained it other names such as virtual office and hotelling, the latter, compared to a hotel without beds where people come and go to use the facilities (Quinion, 1997). As in most new ideas, hotdesking was controversial. In 1994, Chiat/Day, the US advertising agency now owned by Omnicom announced that they will do away with desks and offices for most of their employees and instructed their staff at its Los Angeles and New York offices to find their own places to work everyday after issuing them a mobile phone and laptop. Eventually, they lost track of each other in the wide spaces of the office building. “The problem was compounded by equipment shortages, a lack of personal storage space and an attempted ban on paper” (Tyrrell, 2006, para. 6). Chiat’s hotdesking, no matter how much of a failure it was, gave rise to a revolutionary idea to other businesses. IBM and Microsoft both use hotdesking, as well as Guinness and much smaller companies. Clark (n.d.) explains that hotdesking actually improves the intangibles such as staff attraction and retention, the autonomy they enjoy and the capacity to make quicker decisions. She says it empowers people with the idea that they can work where they want, thus protecting the intellectual capital of organizations. The main advantage of hotdesking is mobility. People do not have to be pinned to a desk to complete their tasks anymore and will be able to multi-task better wherever they are. What enabled hotdesking in the first place was the invention of portable computers and wireless-based networks. It makes it possible for anyone to work anywhere seamlessly without the need to plug into an electric outlet for power or cabled internet connection. Now, anyone can work from any wireless hotspot place such as cafes and airport lounges (Clark, n.d.) Phone systems have been equipped with the ‘follow me’ types – known as Private Automatic Branch Exchange (PABX). This system leads all incoming calls from any place in the world to a recipient worker whether he is at home, or on the move or in the office (Clark, n.d.). Such a system makes it seem that workers are reachable at their desks throughout the working day even if they are elsewhere. Although companies seem to save a lot from lease and rent of wider office spaces, hotdesking has its negative effects on workers. The lack of a territory to mark as one’s own may destabilize workers and they tend to think “If I’m not even worth a desk then my position in the company is very vulnerable” (Tyrrell, 2006). Some people need visual cues around them to work efficiently, hence the need for a permanent work area. They need to embed their memory in their work environment because it is an extension of their minds. This explains the urge of some people to spread papers around and utilize post-it notes. This helps them visualize the tasks to be accomplished and to locate the documents necessary. Hotdesking does not make that possible due to its nature of moving people from desk to desk making them organize and reorganize their work modes every time (Wah, 1998). Since workstations will be more public in hotdesking offices, the problem of clutter from various users becomes a concern. Hence, companies have been using a “clean-desk policy” to ensure that no one leaves a mess behind for the next user. Michelle Passoff, a clutter consultant in New York says, “Clutter is noise”, and when there is too much noise, it makes it harder to concentrate on the job (Wah, 1998). Still, others see hotdesking as an opportunity to create work-life balance. Together with other work alternatives such as teleworking or telecommuting or working from home, many companies sees it as a fitting solution to cost cutting. At Renault, workers are offered to choose these alternatives with the condition of working from home two to four times a week and reporting to the office one day a week. Teleworkers and hotdeskers are entitled to the same company benefits as other employees such as training and career development and access to workplace representatives and elections. The company also covers for the cost of necessary equipment and its installation such as a laptop computer a high speed internet connection and an ergonomically designed chair which should only be used for work purposes (European Employment Review, 2007). Such conditions may be too attractive to turn down for most people, having control of their time and work environment and the opportunity to stay home while earning. It also saves them a lot of time and money on the daily commute to and from the office. At ABN Amro, mobile workers “dock’ their laptops in designated locations at the office and route their phone calls to any desk within an allocated zone for their team. Such areas are recognized by full time workers who have their own desks on a more permanent basis. This arrangement retains the teams’ social structure and lets each one know their place in the company. For this company, hotdesking works well. Jeremy Myerson, co-author of Space to Work, reasons that it has failed in other companies because space has been taken away from staff without replacing it with any other form of security or status. He claims that several companies deal with the problem by offering staff longer contracts, longer notice periods and more generous holidays (Tyrrell, 2006). Employers must be cognizant of and responsive to their employees’ perception of their psychological contracts with the company. Things such as meaningful work, recognition, creative freedom and opportunities for personal growth are desired by all employees. Management must maintain open and honest communication with employees, bearing in mind their socio-emotional needs and concerns, and being encouraging enough to boost their self-esteem. Lack of communication is ultimately problematic because it suggests to employees that management may be susceptible to perceived psychological contract breaches across a variety of areas because the basic issue of communication is not met. Employers must be able to invest more time developing and strengthening healthy relationships with their employees in various districts so they are kept abreast of their progress in both personal and professional areas. This is especially true with hotdesking employees who do not spend as much time at the office, thereby making the establishment of a stronger professional and personal relationship with them more difficult for management. However, the mobility and accessibility of these workers, being the nature of their jobs, must be maximized that constant communication with them should be maintained. Being aware of employees’ gripes and complaints as well as constructive suggestions may be brought up to the proper authorities and dealt with seriously. Regular evaluation of company performance should include the assessment and feedback of employees of their employers and employment. Managers should not be remiss in this duty of bridging communication or else employees may perceive management to be incompetent. “This negative perception could also lead to widespread problems satisfying other psychological contract obligations. This may be particularly troubling because it may often be the responsibility of an employees manager (acting as the organizations agent) to see that the individuals psychological contract is fulfilled.” (Lester, Clair & Kickul, 2001, n.p.) HR managers should keep in mind that careful and efficient management of their organisations and people is central in the well-being of their employees as well as their contribution to the company and the maintenance of harmony among all members of the organisation. They should know how to uplift the morale of their people, thereby making them perform better in their jobs and instill loyalty to the organization. It is truly a huge responsibility for leaders, and the fulfillment of their several goals and tasks for the organization may determine the success or failure of a whole establishment. As the world economy continues to plunge, it is predicted that many empty desks of retrenched employees will disappear for good. Alternative work practices such as hotdesking, virtual teams and home working could be a permanent change (Rigby, 2009). Hence, HR managers should be ready for this new growing trend to keep organizations operating efficiently and hopefully survive the ongoing global financial crisis. References Clark, L. n.d. Hotdesking, Available online: http://www.mybusiness.co.uk/cMCQbG1obZQ-Nw.html (accessed 30 March, 2009) Gordano Knowledge Base, 2009. What is hot desking? Available online: http://www.ntmail.co.uk/kb.htm?q=1598 .(accessed 30 March 2009). Lester, S. Clair, E, Kickul, J. (2001) Psychological Contracts in the 21st Century: What Employees Value Most and How Well Organizations Are Responding to These Expectations. Human Resource Planning. Volume: 24. Issue: 1. Quinion, M. 1997. Hotdesking. World Wide Words, Available online: http://www.worldwidewords.org/turnsofphrase/tp-hot1.htm (accessed 30 March 2009) Rigby, R. 2009. Empty desks make space for fresh thinking; Some teams are making the best of job losses by replanning their offices. Financial Times, London (UK): Feb. 9, 2009, p. 16. Teleworking, Hot-Desking and Outsourcing at Renault, European Employment Review, Mar. 2007 Tyrrell, P. 2006. A warmer front for hot desks Workplace Design: Companies are taking a more sophisticated approach to desk-sharing as office costs rise and staff become mobile. Financial Times, London (UK) December 19, 2006, p. 14. Van Marrewijk, M. & Timmers, J., 2003. Human Capital Management: New Possibilities In People Management. Journal of Business Ethics 44: 171- 184,. Wah, L. 1998. To clean or to clutter? Management Review, Vol. 87, Issue 8 Read More