“Hot-desking”: the practice in an office of allocating desks to workers when they are required or on a rota system, rather than giving each worker their own desk. Definition courtesy of Google
Imagine arriving at work and scurrying around to find a place to sit, like you are playing a deranged game of Musical Chairs, only to find all the “good” desks are taken, leaving you with the one closest to the toilet, or the one with the stationary stored underneath it.
Not. Fun.
I am yet to meet someone who likes the idea of hot-desking at work. It’s a stupid idea that gained traction a couple of years ago with an alarming number of Australian businesses implemented the practice including Westpac, Macquarie Bank, Microsoft, Jones Lang LaSalle, GPT Goodman Group, Commonwealth Bank, Ernst & Young and NAB.
Why would any workplace think hot-desking is a good idea? Do they want us to feel insecure? Do they want us to feel ass though we don’t really belong and are living on borrowed time? If that’s what they are trying to achieve? Then mission accomplished.
In theory the concept of hot-desking is supposed to increase efficiency and teamwork. It’s thought to lead to a results-driven culture rather enabling clock-watching. How it increases efficiency when you have to spend 15 minutes setting up your desk every single day is beyond me.
Another philosophy behind hot-desking is the forced mixing of staff, so you end up sitting next to different people each day and interacting with them when you normally wouldn’t. In fantasy land this would lead to bonding and increased understanding of each other’s roles in the business. In theory, not so much because everyone ends up fighting to sit next to the guy with the chocolate stash or the girl who always offers to make people cups of tea.