The competition between companies for skilled workers is in full swing. J. Schmalz, a specialist in vacuum technology from Glatten in the Black Forest, is therefore developing various concepts to attract, promote and retain employees. One component is a modern working environment that relies more on networks and interdisciplinary, international project groups. The idea behind this: More personal responsibility and greater flexibility in the choice of working environment increase employee motivation. "Flexibility is essential for a sustainable HR strategy, and we see this particularly among younger applicants," explains Daniel Just, Head of Human Resources at Schmalz. "Because for them, time, work-life balance and self-determination are important arguments when deciding on a future job."

In order to meet these demands, it is important to create an appropriate working environment on the one hand and to offer alternative working time models on the other. In the new 3,500 m² office building, the vacuum expert has implemented a needs-oriented interior design. There are 160 workstations spread over five levels: The areas are designed in such a way that they can be arranged to suit the situation and quickly adapted to current needs. A meeting zone forms the center of each floor, around which open work landscapes are grouped. "Instead of always heading for their fixed desk, employees choose the workstation that best suits their daily tasks, needs or working methods each morning," Just explains. Personal work equipment such as laptops and headsets are locked away in the evening or placed in the appropriate charging station. The principle behind this is called desk sharing and is only made possible by the digital way of working because data has to be stored centrally and accessed decentrally. "A positive side effect: the desk is always tidy at the start of work - less distraction means more attention and an unstructured paper chaos cannot arise in the first place," explains the HR manager.

Function as a role model

In addition to traditional desk groups, there are separable project rooms for group work, think tanks - separate individual workstations that can be occupied for a limited time - as well as modules for creative meetings, video conferences or lightning meetings. "Employees decide for themselves whether they want to work sitting or standing, creatively and communicatively as part of a team or concentrated on their own," says Just.

Before the spatial restructuring, Schmalz tried out "working outside" in a test phase - and the results spoke for themselves. "Up to 20 percent of working time can now be done outside the company if the task allows it," reports Just. Even if this is not possible in every function, a fundamental change is taking place here from a culture of presence to a culture of performance. Both sides bear responsibility for a positive outcome: The company, by empowering employees digitally, training them and creating optimal conditions. The employees, by being prepared to embrace and adopt new methods.

Skepticism and opportunity

In order to identify and solve potential problems with desk sharing in advance, Schmalz carried out extensive tests and workshops on a pilot level of an older office building. Here, purely organizational issues such as alternative options in the event of full occupancy or the creation of storage space could be addressed, as could the definition of technical requirements. Schmalz took the concern that the best seats would be taken by early arrivals just as seriously as the questions of whether an attendance overview was needed and how colleagues could be found quickly. "We all had to leave our comfort zone to a certain extent when implementing the new concept," admits Just. But he is convinced that both the company and the employees will benefit from it.