Asking for permission
Splitting the employees into red team and blue team
Make a reservation with an Excel sheet or with Google calendar, power app or a free tool
Maximum capacity
These solutions prevent the maximum capacities from being exceeded. They mainly solve that problem and are static and non-personalized. Scheduling and similar solutions are also time-consuming. Especially if you have to take into account the changing individual wishes and requirements of your employees and of team leaders and managers. If someone gets sick, do you adjust the schedules, for example? And if a large order is won or cancelled?
Maximum occupancy
The alternative is to put the initiative with the employee by registering or making a reservation in advance. This is less time-consuming. However, without additional agreements, the disadvantage of this is that you have no control over who comes to the office. This results in skewed distributions of employee presence. For example, employees who need certain facilities or want to work together in the office may miss out if their more assertive colleagues have been there before them. The use of facilities is not in line with optimal use.
Optimal utilization
A smarter solution for managing the flow to the office is a solution where employees can make choices within frameworks. You can do this with additional agreements and policies. The frameworks then ensure that the flow becomes controllable.
An office offers employees facilities that they do not have when working from home. Employees use these facilities to achieve the goals of the organization. With maximum utilization, the office and the facilities contribute maximally to the goals of the organization. The ideal solution not only offers the possibility to manage inflow, but especially also utilization.
What is desired utilization, differs per organization. For one organization it is important to be able to steer on collaboration. For another organization a minimum presence per week of all employees is important.
Steering on occupation and utilization, such as cooperation and involvement, can be done with policy rules and behavioral influence. A few examples of policy rules that can be used to steer on utilization are:
Agreements on a maximum presence in the office per week, per employee or per team. The maximums can differ per employee (group), depending on the needs of the employees and team leaders. And depending on the necessity in light of the goals of the organization.
Agreements on minimum presence per week at the office (while everyone of course adheres to the guidelines). Here too, these minimums may differ.
Give priority to employees who want to collaborate or need specific facilities.
Give priority to employees who were not in the office last week.
Steering on behavior
Steering on occupation and utilization is also possible with behavioral influence. A few examples of resources that you can use to steer on utilization:
Provide information about days when other netherlands telegram data team members are in the office to collaborate.
Provide alternatives for a workplace near the employee.
Rewarding cooperation with privileges.
Free parking for employees who arrive on Wednesday instead of Thursday.
Charging parking fees to an employee who arrives by car on a Thursday while he or she lives nearby.
Get a grip on working from home
Smart agreements on the use of workplaces and other facilities, supplemented with tools for influencing behaviour, can give you control over working from home and the use of facilities.
You can increase this effect by making smart combinations of rules for the use of facilities. This gives you more buttons to turn and to steer towards optimal use of facilities. Facilities for which rules can be smartly combined include workplaces, parking spaces (with or without charging station), transport options, meeting rooms and workplaces (with special set-up or specific software).
