• News

Was ist ein Hot Desk Office?

Ein Hot Desk Office ist ein flexibles Arbeitsplatzmodell, bei dem Mitarbeitende keinen festen Schreibtisch haben, sondern sich täglich einen freien Arbeitsplatz auswählen – je nach Verfügbarkeit, Tätigkeit oder Teamzugehörigkeit.

Anders als im traditionellen Büroalltag mit persönlichen Schreibtischen bietet das Hot Desking mehr Freiheit und Effizienz. Vor allem in hybriden Arbeitsumgebungen, bei denen Mitarbeitende nicht täglich im Büro sind, ergibt dieses Modell wirtschaftlich wie organisatorisch Sinn.

Das Konzept ist Teil einer größeren Veränderung in der Arbeitswelt: Unternehmen hinterfragen starre Strukturen, setzen auf mehr Agilität und wollen Büroflächen effizienter nutzen. Besonders im Rahmen von New Work und Desk Sharing spielt das Hot Desk Office eine zentrale Rolle – es unterstützt eine offene, kollaborative und digitale Unternehmenskultur.

Vorteile eines Hot Desk Office

Ein funktionierendes Hot Desk Office bietet zahlreiche Vorteile – wirtschaftlich, organisatorisch und kulturell:

1. Bessere Flächennutzung und geringere Kosten

Durch die optimierte Auslastung der Büroarbeitsplätze können Unternehmen ihre Flächenbedarfe deutlich reduzieren. Gerade in Städten mit hohen Mietpreisen ist das ein erheblicher Einsparfaktor. Statt für jeden Mitarbeitenden einen permanenten Schreibtisch vorzuhalten, genügt es, Arbeitsplätze nach Anwesenheitsquote zu planen – häufig reicht ein Verhältnis von 60–70 % der Gesamtbelegschaft.

2. Förderung von Agilität und Zusammenarbeit

Mitarbeitende kommen durch wechselnde Sitznachbarn häufiger mit Kolleginnen und Kollegen aus anderen Abteilungen in Kontakt. Das fördert den informellen Austausch, kreative Impulse und interdisziplinäre Zusammenarbeit – ohne zusätzliche Meetings.

3. Attraktivität für moderne Talente

Die neue Generation von Fachkräften erwartet flexible Arbeitsmodelle. Das Hot Desk Office passt ideal zur Erwartungshaltung von Millennials und Gen Z, die sich selbstbestimmte und technikgestützte Arbeitsumgebungen wünschen. Unternehmen, die darauf eingehen, stärken ihre Position im War for Talents.

4. Unterstützung hybrider Arbeitsmodelle

Wenn Mitarbeitende regelmäßig im Homeoffice oder mobil arbeiten, bleiben viele Schreibtische im Unternehmen leer. Hot Desking schafft hier eine strukturierte Lösung: Jeder kommt nur dann ins Büro, wenn es sinnvoll ist – etwa für Projektarbeit, Teammeetings oder kreative Sessions. Erfahren Sie hier, wie Sie Ihre Mitarbeitenden wieder verstärkt für das Büro begeistern können.

5. Reduzierung von Papier und Ressourcenverbrauch 

Hot Desk Offices gehen meist mit digitalen Arbeitsprozessen einher. Ausdrucke werden seltener benötigt, persönliche Unterlagen verschwinden, und es wird vermehrt über Cloud-Lösungen gearbeitet. Das schont Ressourcen und passt zur nachhaltigen Büroorganisation.

Herausforderungen bei der Umsetzung

So attraktiv das Hot Desk Office klingt – ohne klare Regeln und passende Infrastruktur droht organisatorisches Chaos. Diese Herausforderungen sollten HR- und Office-Verantwortliche von Beginn an einkalkulieren:

1. Zugehörigkeitsgefühl und Identifikation

Mitarbeitende, die keinen festen Platz mehr haben, fühlen sich möglicherweise entwurzelt. Ein persönlicher Arbeitsplatz kann Identität stiften. Dem kann man begegnen, indem z. B. Teams feste Zonen erhalten oder regelmäßige Touchpoints in Form von Teamplätzen oder Ruhezonen geschaffen werden.

2. Organisationsaufwand und Transparenz

Damit das Modell funktioniert, braucht es ein übersichtliches Buchungssystem. Desk Sharing Tools helfen dabei, verfügbare Plätze in Echtzeit zu verwalten, Doppelbelegungen zu vermeiden und die Büroauslastung zu messen. Raummanagement Softwares ermöglichen zudem Effizienz und Transparenz in der Buchung von Büroräumen, z. B. für Meetings.

3. Technik und Infrastruktur

Ein Arbeitsplatz muss innerhalb von Sekunden startklar sein – egal, wer ihn nutzt. Dafür braucht es standardisierte Ausstattung (Monitore, Dockingstationen, Peripherie), schnelles WLAN, eine stabile Cloud-Umgebung und zentralisierte Dokumentenzugriffe.

4. Ordnung und Hygiene

Ohne persönliche Verantwortung für den Schreibtisch steigt das Risiko von Unordnung. Hier braucht es klare Nutzungsrichtlinien: Jeder muss den Platz nach der Nutzung sauber hinterlassen. Auch regelmäßige Reinigung sollte organisatorisch eingeplant werden.

Einsatzbereiche: Wann eignet sich ein Hot Desk Office?

Nicht jedes Unternehmen muss sofort auf ein reines Hot Desk Modell umsteigen. Doch es gibt bestimmte Rahmenbedingungen, bei denen der Wechsel besonders sinnvoll ist:

Unternehmen mit hybriden Arbeitsmodellen

Wenn Ihre Mitarbeitenden regelmäßig zwischen Homeoffice und Büro pendeln, reduziert sich der tägliche Platzbedarf automatisch. Ein Hot Desk Office verhindert Leerstand und fördert gezieltes Arbeiten im Büro.

Projektgetriebene Teams

In Agenturen, Beratungshäusern oder IT-Unternehmen mit häufig wechselnden Projektteams lohnt sich Hot Desking besonders: Die flexible Zusammensetzung fördert Kollaboration und Agilität.

Start-ups und Wachstumsunternehmen

Wenn Teams schnell wachsen oder häufig umstrukturiert werden, hilft Hot Desking dabei, Büroflächen skalierbar zu halten – ohne ständiges Umziehen oder Anpassen der Raumpläne.

Coworking Spaces

Viele Shared Offices setzen bereits erfolgreich auf Hot Desking. Hier ist es Teil der DNA: Nutzende buchen Arbeitsplätze je nach Bedarf – stunden-, tage- oder monatsweise.

5 Tipps zur erfolgreichen Einführung eines Hot Desk Office

Ein Hot Desk Office funktioniert nur, wenn es als Teil der Bürokultur gedacht wird. Diese Best Practices helfen HR- und Office-Manager:innen bei der Umsetzung:

1. Change Management nicht vergessen

Veränderung braucht Akzeptanz. Binden Sie Mitarbeitende frühzeitig ein, erklären Sie die Vorteile und nehmen Sie Vorbehalte ernst. Ein transparentes Pilotprojekt kann helfen, Ängste abzubauen und erste Erfahrungen zu sammeln.

2. Klare Spielregeln und Policies aufstellen

Welche Plätze sind buchbar? Welche Zeiten gelten? Wie lange kann ein Platz reserviert werden? Wer ist zuständig für Reinigung? Legen Sie klare Regeln fest und kommunizieren Sie diese einfach und nachvollziehbar.

3. Digitale Buchungssysteme integrieren

Tools wie vysoft Desk Sharing und vysoft Raumverwaltung (RMS) helfen dabei, Arbeitsplätze und Büroräume digital zu reservieren, Auslastungen zu analysieren und flexible Arbeitsweisen systematisch zu steuern. Sie vermeiden Unklarheiten und ermöglichen eine faire Nutzung.

4. Persönlichen Stauraum bieten

Auch im Hot Desk Office brauchen Mitarbeitende einen Platz für persönliche Gegenstände. Mobile Rollcontainer, Caddies oder Schließfächer bieten hier einfache Lösungen.

5. Zonen für unterschiedliche Arbeitsweisen schaffen

Nicht jeder Arbeitsplatz muss gleich aussehen: Richten Sie Fokus-Zonen, Kreativbereiche, Teamzonen und Rückzugsorte ein. So können Mitarbeitende je nach Aufgabe den passenden Platz wählen – und bleiben produktiv.

Fazit: Hot Desk Office als Baustein der neuen Arbeitswelt

Das Hot Desk Office ist mehr als ein Raumkonzept – es ist Ausdruck einer neuen, dynamischen Arbeitskultur. Unternehmen, die ihre Büroflächen flexibel gestalten, profitieren von:

• reduzierten Kosten,
• höherer Flächeneffizienz,
• besserer Zusammenarbeit
• und einer stärkeren Positionierung als moderner Arbeitgeber.

Mit einer durchdachten Einführung, der richtigen Technik und klaren Spielregeln lässt sich das Modell für nahezu jedes Unternehmen anpassen.

Kennen Sie schon unser Whitepaper zum hybriden Arbeiten?

vysoft bietet eine ganzheitliche Lösung zur Unterstützung hybrider Arbeitskonzepte. Die Software-Suite basiert auf Microsoft SharePoint und ist sowohl in lokalen IT-Umgebungen (On-Premises) als auch innerhalb von Microsoft 365 einsetzbar. Sie hilft Unternehmen dabei, Prozesse zu optimieren und gezielt zu automatisieren. Dank ihres modularen Aufbaus lässt sich vysoft flexibel auf individuelle Anforderungen und bestehende Strukturen im Unternehmen zuschneiden. Entdecken Sie unser Angebot:

• Desk Sharing: Flexible Arbeitsplatzbuchungen für hybride Teams.
• Raumverwaltung: Effiziente Organisation von Besprechungsräumen und Veranstaltungsorten.
• Parkplatzverwaltung: Optimierte Nutzung und Zuweisung von Parkflächen.
• Fuhrparkverwaltung: Übersicht und Management von Firmenfahrzeugen.

• News

The interview series with employees of the dataglobal Group

Tell us a bit about your career. How did you get into the field of data analytics and development?

I first came into contact with data analytics and AI during my studies in “Management and Technology” at the Technical University of Munich. I came fully into contact with the topic of data analytics at a previous job in a large corporation, where I was able to experience how important it is to obtain reliable information from the growing amount of available data. The topic of artificial intelligence has also stayed with me ever since. At dataglobal Munich, I was responsible for our extended reporting solutions right from the start. These are Power BI evaluations that we offer our customers in addition to our resource management products. With the increasing focus on generative AI, the topic of artificial intelligence has moved even more into the spotlight. I am therefore all the more pleased to be able to work with my colleagues on how we can integrate AI into our products in a meaningful and customer-oriented way.

What was the last project you worked on that particularly challenged or inspired you?

I find the integration of AI into our products particularly inspiring. We are working intensively on how we can use generative AI in such a way that it creates real added value for our customers. As the topic is so new and dynamic, there are always new, exciting use cases to explore, such as AI-supported product wikis, support chatbots or the development of an AI assistant that allows our resource management solutions to be used simply by voice or text input.

You are currently working on the AI assistant in our resource management solution – how did this come about? What was the trigger for the project?

How can we use this technology to offer our customers real benefits? An early prototype of a support bot showed potential, but was not yet “smart” enough. This gave rise to the idea of an assistant that could not only provide general information, but also take on specific tasks in our solutions, such as providing booking information or directly booking resources such as workstations. Our vision: a solution that is so intuitive to use that users can simply talk or chat with it, for example on their way to work.

What further developments or new use cases do you see for the AI assistant in our solution?

We are currently working on making the AI assistant production-ready for all core processes of our resource management solutions. We have already made particularly good progress with the desk sharing solution, but there is still a lot to do. We see great potential in the long term: users will soon be able to easily book workstations, parking spaces or meeting rooms by voice or chat, find out which colleagues are in the office with them today and no longer have to search the product wikis for a solution themselves when they have questions about the application. AI could also make the administration of our solutions much easier in future, for example when setting up new room or parking space plans.

Thank you very much for the interview, Michael!

Apply now to the dataglobal Group

Are you interested in becoming part of the dataglobal Group and working with us to realize the vision of the Digital Workplace for our customers? We are always on the lookout for new talent, whether in software development or in other areas such as sales, consulting, etc.

Take a look at our current vacancies and see if there is a suitable position for you. We look forward to hearing from you!

• News

Hybrid working is here to stay. What once began as an emergency solution has long since become an expectation – of employees, but also of an increasingly digitalized economy. However, many companies are struggling to come to terms with this new working reality. The question of leadership in particular is at the heart of the transformation: control or trust – which understanding of leadership is best suited to the “new” reality in the workplace?

The dataglobal Group is clearly positioned here: modern work culture only works on the basis of trust. As a driving force for the digital workplace of the future, we not only provide software, but also a holistic ecosystem that makes hybrid work intelligent, secure and productive.

The control reflex: when old thought patterns get in the way of the new world of work

The hybrid working world is putting established management patterns to a fundamental test. Many managers who have been socialized for years or decades in a presence culture experience the loss of control through home office and mobile working as a threat. What used to be suggested by “visible productivity” at one’s own desk – punctual arrival, long presence, apparent busyness – suddenly disappears in the hybrid model. What remains is uncertainty: Is work really being done? Is the team available? Is nothing getting lost?

This uncertainty leads many managers to take compensatory measures – with the aim of regaining control. The methods range from time recording and attendance tools to status tracking in chat programs (“green dot”) and software that creates screenshots, measures click counts or even monitors keystrokes. Even the seemingly harmless “just checking to see if you’re online” is part of this culture of digital mistrust.

Micromanagement in a digital guise is the result: instead of placing trust in the self-organization and target responsibility of their teams, some managers fall into tight control mechanisms. Daily mandatory updates, seamless reporting obligations and hourly deadlines are no exception, but widespread practice – and they convey one thing above all: mistrust.

The figures paint a clear picture: Only 2% of employees state that they work more productively under direct supervision (IW Cologne, 2024). What’s more, digital monitoring creates stress, damages motivation and leads to internal resignation in the medium term. Trust, on the other hand, has a performance-enhancing effect – 60% of employees say they are more motivated to work if they are allowed to act independently and feel that their superiors trust them.

The control reflex is also psychologically problematic: leadership based on monitoring fails to recognize the needs of hybrid employees. Above all, they want clarity about tasks and goals, reliable communication and an environment in which they can act independently. If there is a lack of trust, hybrid models remain technically feasible – but they lose quality, innovation and sustainability.

Hybrid leadership needs a paradigm shift. Away from the illusion that productivity can be measured by visibility. Towards management based on goals, results and trust. This requires new skills – but also the right tools to ensure transparency, communication and commitment without constant monitoring.

Trust: The productive driver of hybrid teams

Trust is not a soft skill. In a world in which employees are no longer visible in the office on a daily basis, trust is becoming the central basis for effective collaboration. This is not just about interpersonal well-being, but also about very concrete economic effects: According to Accenture, employees in trust-based hybrid companies not only remain healthier and more productive, but also more loyal – an invaluable advantage in an increasingly competitive labor market.

The Fraunhofer IAO also comes to a clear conclusion in its studies: trust, combined with clear communication and digital tools, increases the ability to innovate and adapt – two success factors that hybrid organizations urgently need.

Managers who are prepared to share responsibility and give room for autonomy create psychological security – a state in which people are prepared to give their best, communicate mistakes openly and show initiative. This security is the foundation of productive, creative and resilient teams – especially in decentralized, virtual structures.

Trust does not mean arbitrariness. On the contrary: if you want trust, you have to offer a framework, clarity and reliability. Goals must be transparent, roles clear and processes comprehensible. Then there is no need for complete control, just regular dialog and a common understanding of what is to be achieved.

And this is precisely where the strength of a modern, digital working environment comes into play: it creates the necessary structure to combine trust with transparency – without control. An integrated digital workplace, such as that offered by the dataglobal Group, creates a framework in which employees can access relevant information at any time, manage processes independently and collaborate with colleagues across locations. This makes control superfluous – because orientation, overview and clarity are provided digitally.

What hybrid work really needs: clarity, digital structure and flexibility

Trust does not mean laissez-faire. A trust-based work culture only works if it is built on a stable foundation – and this foundation consists of clarity, structure and flexibility. Many companies make the mistake of confusing trust with “just do it” – but the opposite is true: trust is only effective when goals are clear, processes are transparent and expectations are unambiguous.

If you want to lead in a hybrid setup, you have to actively shape – not control. In concrete terms, this means

• Goal orientation instead of time recording: instead of tracking working time to the minute, it’s all about results. With target systems such as OKR (Objectives & Key Results) or SMART targets, the focus is on impact and contribution – regardless of the location or time of day at which work is carried out.

• Transparent communication: regular check-ins, virtual team updates and structured feedback loops ensure that everyone is in the picture – without constant monitoring. Communication thus becomes a bridge between trust and responsibility.

• Digital infrastructure: Hybrid teams need systems that not only work, but also actively enable collaboration. A strong digital workplace ensures that all information, documents and applications are secure, up-to-date and available regardless of location – from draft contracts to project status.

• Psychological safety: Employees need to know that they can ask questions, contribute ideas and make mistakes – without negative consequences. This is the only way to create a culture of learning and personal responsibility in which innovation can flourish.

• Clear rules for accessibility and boundaries: Hybrid working must not slip into an “always on” mentality. That’s why we need defined availability times, break regulations and digital rest periods. Only those who can switch off will remain productive in the long term.

This clearly shows that trust alone is not enough. A supportive system is needed that guarantees orientation, security and productive collaboration – without lapsing into control.

This is precisely where the dataglobal Group comes in. With our holistic, AI-supported digital workplace ecosystem, we deliver not just software, but an intelligent, integrated platform that combines clarity, efficiency and flexibility. Our solutions combine document management (ECM), workplace management and cyber security to create a seamless digital working environment designed specifically for hybrid teams. This creates a digital backbone that gives employees security, managers transparency and companies the agility they need to not only assert trust, but to make it effective in everyday life.

The dataglobal Group’s answer: an intelligent, integrated digital workplace

The dataglobal Group offers more than just software – we are shaping a new reality of working: intelligent, integrated, intuitive. Our AI-supported digital workplace ecosystem creates the framework in which hybrid collaboration is not only possible, but measurably more successful. Trust is not created here by chance, but through transparency, security and a digital structure that enables orientation and freedom at the same time.

Welcome to Data City – the digital infrastructure for hybrid work

The Data City is our approach to a future-proof, seamless working environment. It combines all the key building blocks of the modern digital workplace into a powerful whole:

• Document management (DMS/ECM)The central pillar of the Data City – structured access to relevant information at all times, versioned, mobile and compliant. The DMS is an archive, administration center and knowledge hub at the same time – essential for smooth collaboration across locations and time zones.

• Business Process Management (BPM): The backbone of process control. It plans, controls and optimizes digital workflows and ensures that everything works together – efficiently, transparently and automatically. Digital workflows and approvals relieve employees of routine tasks. This creates space for creative, responsible work and supports a culture of self-organization – an important component of trusting collaboration.

• Resource management (workplace management): The Data City’s urban planning and logistics office. Workplaces, vehicles, rooms and even emergency accommodation are intelligently managed here – across locations, flexibly and user-friendly. Perfect for modern hybrid usage scenarios.

• Cyber Security: The city wall of the Data City. It protects sensitive data and systems from attacks, especially via email – the most common gateway for cyberattacks. This means that all “residents” can move around the digital city safely – whether remotely, on the move or on site.

Data City: The key to true hybrid work capability

Every solution, every process and every application in the Data City is modular and coordinated – and together they add up to far more than the sum of their individual parts. The result is a seamless, scalable and secure digital infrastructure that combines leadership with trust, efficiency with flexibility and structure with freedom.

In the Data City, leadership is not replaced, but empowered. Smart dashboards and comprehensible processes provide managers with the necessary transparency without exerting control. In turn, teams experience digital working environments that empower them rather than restrict them – whether they are working from home, in the office or on the move.

The Data City is our answer to the requirements of a hybrid working world. It is not only a technological leader, but also a cultural pioneer – because it translates trust into digital practice and enables companies to live a modern working culture in a sustainable way.

Conclusion: Trust is not a risk – it is the prerequisite for success

Hybrid working not only places technical demands on companies – it also requires a radical rethink of management culture. The old idea that control equals productivity is no longer valid. On the contrary: control breeds mistrust, blocks personal responsibility and stifles innovation.

Trust, on the other hand, is the key to a resilient, creative and high-performance organization – especially in a digital and hybrid context. However, trust only works if it is supported by clear structures, smart tools and modern communication. It needs orientation instead of monitoring, digital support instead of control, leadership at eye level instead of micromanagement.

The dataglobal Group stands for precisely this change. We are not just a provider of digital solutions – we are a driving force for a new way of working that sees technology as an enabler. Our integrated digital workplace ecosystem combines document management, HR, workplace management and cyber security into an intelligent platform that makes hybrid collaboration simple, secure and efficient.

We help companies to establish a culture of trust – with digital tools that provide structure, simplify processes and at the same time enable freedom. In this way, we create space for what really matters: human connection, creative performance and sustainable productivity.

Experience with the dataglobal Group how modern leadership, trust and digital excellence work together – for a working world that is future-proof, human and efficient.

• News

The interview series with employees of the dataglobal Group

Richein, tell us briefly how you came to the dataglobal Group and what particularly fascinates you about software development.

Hi, I joined dataglobal in January 2019 because I was interested in developing technologies from scratch. Initially, I was an application developer in consulting for a year and then joined the core development teams.

What I love about software development is developing solutions that drive business processes forward and solve problems. For example, creating automation solutions for tasks that nobody wants to do manually. I find it exciting to see how good, scalable solutions that I have worked on are used in practice. It’s just as fulfilling as building something “by hand”, like a carpenter does with wood

Kevin spoke of a “dedicated team” in the last interview. How do you experience the collaboration in your team on a day-to-day basis?

The collaboration and working as a team is a highlight. We are really flexible and always open and have our own processes for how we work as an agile team, and have done so in the same way for years. Even though we all have our defined roles, each of us wears multiple hats. Most of the time our daily status calls can last up to an hour, but I think they are really useful, everyone is always on the same page, and most of the time we only need that call and everyone can work on their tasks, we rarely have any kind of blocker that hinders development. Of course we have a lot of fun and joke a lot with each other. It’s a very relaxed team with a lot of experience, so you can learn a lot from each other. We are like that in a close-knit team.

What is your typical way of working – do you have certain routines or tools that have proved particularly successful?

I would say we are very dynamic and don’t have too many specific routines. Our daily status meeting 5 days a week is the biggest routine we have. However, we regularly check if we need new routines/processes and usually try something out but quickly realize it may not work. Technically, we have routines to ensure code quality. Every line of source code that we bring into our main development branch is checked by other team members, which is called a “code review”. This means that other team members review the pull requests to identify potential problems and make suggestions, which are of course also used for learning. And our QA team always performs a full set of tests before deployment to production. Before any major implementation of a new feature or change, we conduct a separate brainstorming session that focuses intensively on the architecture.

How do you deal with unexpected technical hurdles as a team – is there an example where you found a particularly creative or pragmatic solution?

Technical hurdles are a natural part of software development, whether expected or unexpected, and I think we’re really good at recognizing potential hurdles that may arise in the future. We try very hard to see the bigger picture before we implement anything, but also in terms of the technological landscape to anticipate potential advantages and disadvantages in the coming years that may arise from using a tech stack, for example, or what potential new technologies or concepts may emerge in the future and how we can best prepare. Things change quickly in the IT world, so you can’t assume that what is appropriate today will still be appropriate in 5 years’ time. We have to plan and build accordingly. Recently we have solved potential performance issues in the future by making some of our services architecturally flexible and strong by using gRPC for inter-service communication, caching and message queues. We have also found a more efficient way to issue tokens in our identity system, similar to using our APIs, but it would be too technical to go into detail here.

If you had one wish for your project or your way of working – what else would you like to try out?

I’m always interested in learning and using new programming languages because many have interesting new ideas or workflows, but it’s not practical to use them in important projects where big programming languages like C#/C++/Go/Java are used instead. Exotic languages come with risks, and of course not everyone in a development team wants to learn yet another new language. For most developers, learning and using these languages is therefore reserved for hobby projects at home for the time being 😊

I have been interested in the Odin programming language for a year now and often use this language for hobby projects in my spare time.

Thank you very much for the interview, Richein!

Apply now to the dataglobal Group

Are you interested in becoming part of the dataglobal Group and working with us to realize the vision of the Digital Workplace for our customers? We are always on the lookout for new talent, whether in software development or in other areas such as sales, consulting, etc.

Take a look at our current vacancies and see if there is a suitable position for you. We look forward to hearing from you!