Fixed desks are an unnecessary expense. With desk hoteling, workspaces can be booked on a daily basis, much like a hotel room.

Internationally, this has been standard practice for years, but in Germany it comes with specific requirements. Employee participation, occupational safety, and data protection determine whether the implementation is legally sound or turns into a pitfall later on. This article explains the concept, provides its legal context, and highlights what matters most during implementation.

Desk Hoteling: The Basics

• Desk hoteling is a workspace model in which employees reserve their desks in advance.
• In Germany, the works council’s right to co-determination under Section 87 of the Works Constitution Act (BetrVG) applies upon implementation.
• Even if several people share a desk, the employer is responsible for ensuring that each workstation is ergonomically suitable, provides sufficient space to move around, and does not pose any health risks.
• Booking software must be used in compliance with the GDPR. Data minimization and the avoidance of performance monitoring are key considerations here.

What is desk hoteling?

Desk hoteling refers to a flexible workspace concept in which employees reserve a desk in advance for a specific day or period. Instead of having a permanently assigned seat, there is a shared pool of workstations from which everyone can choose as needed.

This topic is becoming increasingly relevant. According to the ifo Institute, approximately 24.5% of employees in Germany work from home at least part of the time. At the same time, in its study “Home Office and the Future of Offices” , the ifo Institute forecasts a structural decline in demand for office space of around 12% by 2030. Companies are responding by downsizing their spaces and switching to desk sharing.

Employees can use the Desk Booking Software to see which seats are available in real time, book them with just a few clicks, and know where they’ll be sitting and which colleagues are nearby even before they arrive.

Desk Hoteling, Hot Desking, and Desk Sharing: What's the Difference?

The three terms "desk hoteling," "hot desking," and "desk sharing" are often used interchangeably, but they refer to different models each with its own implications for the company:

• Hot desking: First-come, first-served. Employees spontaneously choose an available seat on the spot. If you arrive late, you’ll be out of luck.
• Desk Sharing: A workstation is shared by several people according to a fixed schedule, often in a 3:2 or 2:1 ratio. The specific assignment is sometimes managed with software and sometimes without.
• Desk Hoteling: Employees reserve their desks in advance using software. This provides the same predictability and structure as a traditional office, while also offering the space efficiency of shared workspaces.

Desk hoteling is therefore the option that is best suited for hybrid teams in larger companies. No one comes to the office only to find themselves without a seat. This eliminates the risk of “desk hunting.”

What are the benefits of desk hoteling?

It offers concrete benefits on several levels:

• Space efficiency: Office space is allocated based on actual needs, not on the maximum capacity of full occupancy, which rarely occurs anyway.
• Transparency: Employees can see if a spot is available and which team members will be on-site.
• Predictability for Office Teams: Cleaning, catering, and reception services can be tailored to actual occupancy rather than assumptions.
• Data-driven decision-making: Booking patterns reveal which zones are in demand and where space can be reduced.

Less stress in everyday life: No more searching for a seat in the morning; teams come together in a targeted manner.

Legal Requirements for Desk Hoteling in Germany

In Germany, it is generally permissible to implement desk hoteling. However, there are legal requirements that must be met. By following the rules, you can avoid costly corrections and legal disputes.

Co-determination: Does the works council have a say?

According to the Federal Labor Court and lower courts, the mere decision to introduce desk hoteling is not subject to co-determination. The employer may, within the scope of its managerial authority, decide how workstations are organized. However, several implementation details are subject to co-determination under § 87 of the Works Constitution Act (BetrVG):

• Workplace Order (Section 87(1)(1) of the Works Constitution Act (BetrVG)): Clean-desk policies, guidelines on personal belongings, and shared use of space (e.g., combining work areas and break areas).
• Technical monitoring systems (Section 87(1)(6) of the Works Constitution Act (BetrVG)): As soon as accounting software is used that theoretically allows conclusions to be drawn about behavior or performance, the works council must be consulted.
• Occupational Health and Safety (Section 87(1)(7) of the Works Constitution Act): When different users occupy the same desk on the same day, new questions arise: How often is the desk cleaned? How are noise levels in open-plan offices limited? The works council has the right to participate in decisions regarding such occupational health and safety regulations.
• Operational Change (Section 111 of the Works Constitution Act): If desk hoteling is combined with the renovation or redesign of entire office areas, this is often considered an operational change. In such cases, the works council has a broader right to information and negotiation that goes beyond the scope of mere co-determination under Section 87 of the Works Constitution Act.

The Baden-Württemberg Regional Labor Court clarified this further in August 2024 (Order of August 6, 2024, Case No. 21 TaBV 7/24): Neither desk sharing nor a clean desk policy as an overall concept requires consent, but specific rules regarding what items employees are allowed to bring in or how spaces are used for dual purposes certainly do.

If your company has a works council, you should involve it from the very beginning. A works council agreement is the most reliable way to ensure that the arrangements are legally sound.

Occupational Safety: What Does the Workplace Ordinance Require?

The provisions of the Workplace Ordinance (Section 3a ArbStättV) and the Occupational Safety and Health Act (Section 5 ArbSchG) apply in full even to shared workstations. In essence, this means:

• Every workstation must be ergonomically adjustable to suit individual needs. Height-adjustable desks and chairs are required when different people work at the same station.
• The space requirements specified in ASR A1.2 remain in effect. As a rule, 8–10 m² are allocated per workstation.
• A risk assessment pursuant to Section 5 of the Occupational Safety and Health Act (ArbSchG) is mandatory and must take into account the specific characteristics of changing usage patterns (hygiene, psychological strain caused by “desk hunting,” noise).
• Computer workstations (ASR A6) must meet the minimum requirements for the monitor, keyboard, lighting, and space for movement, regardless of who is using them.

As a result, desk hoteling works well only in environments where workstations are standardized and fully equipped. Equipping some workstations with monitors and docking stations while leaving others without creates inequality. And that immediately reduces acceptance.

Privacy: GDPR-compliant booking software

Every desk-hoteling solution processes personal data. Who books which desk and when? Who is in the office and when? This means that the provisions of the GDPR apply, particularly the principle of data minimization.

This means:

• Only data that is strictly necessary for the purpose of the booking may be collected.
• Performance or conduct evaluations are not permitted. Attendance data may not be used to evaluate individual employees.
• Analyses must be anonymized at the team or zone level.
• Employees must know what data is being collected and for what purpose.
• With Wi-Fi-based presence detection, such as that used by PULT Presence, it is essential to ensure that no movement profiles are created.

Compliance Checklist Before Implementing Desk Hoteling

Before you launch a desk-hoteling project, you should make sure you’ve covered these points. If you handle this properly from the start, you’ll avoid having to make corrections later on.

• Involve the works council early on: No rollout without prior consultation. Especially when accounting software is involved, there is no way around the right to co-determination.
• Conduct a risk assessment: In accordance with Section 5 of the Occupational Safety and Health Act (ArbSchG) for the new workstations, including psychological stress resulting from changing usage.
• Establish ergonomic standards: Height-adjustable desks, adjustable chairs, docking stations, and monitors must be available at every shared workstation.
• Create a privacy policy: What data does the software collect, how long is it stored, and who has access to it? These questions need to be answered before any contracts are signed.
• Define hygiene protocols and cleaning schedules: When users change daily, surfaces and work equipment must be cleaned more frequently than when users have assigned seats.
• Document the rules in writing: Ideally, all rules should be included in a company agreement, but at a minimum they should be set forth in an internal policy that all employees are aware of.

Desk Hoteling: Setting the Course for the Workplace of Tomorrow

The figures from the ifo Institute leave little room for doubt. Hybrid work is here to stay, and office space will continue to shrink. Companies that switch to desk hoteling now are laying the groundwork for an organization that can adapt to the changing world of work without having to constantly make adjustments.

Whether desk hoteling ultimately works depends less on the software and more on how smoothly it was implemented. If you plan ahead from the start, you’ve already cleared the biggest hurdle. PULT takes care of the rest.

What say does the works council have regarding desk sharing?

Anyone who wants to introduce desk sharing in their company will quickly face an important question: Does the works council need to be involved, and if so, to what extent? There is no one-size-fits-all answer.

The Works Constitution Act (BetrVG) provides for several instances of co-determination that may apply depending on the specific details of the desk-sharing arrangement. Those who are unaware of the rules risk injunctions and significant project delays.

How the work council can influence desk sharing: The Basics

• Desk-sharing itself is not subject to employee participation. The employer may implement it within the scope of its managerial authority. The specific details of its implementation almost never are.
• Section 87(1)(1) of the Works Constitution Act (BetrVG) applies whenever rules concern employees’ conduct.
• Section 90 of the Works Constitution Act (BetrVG) requires employers to inform the works council early and in detail as soon as the planning phase begins.
• A workplace agreement is the most legally sound approach to desk sharing.

What does the Works Constitution Act (BetrVG) stipulate regarding desk sharing?

In principle, an employer may require desk sharing. However, the specific details are almost always subject to co-determination. This applies in particular when rules regarding workplace use, digital booking tools, occupational health and safety, or changes to the work environment are involved.

The BetrVG contains several sections that may be relevant to desk sharing:

Section 87(1)(1) of the Works Constitution Act (BetrVG) – Order in the workplace: The line between conduct regarding workplace order that is subject to co-determination and work-related conduct that is exempt from co-determination is blurred. Rules that directly require work performance (e.g., finding an available seat every day) are considered work-related conduct and are not subject to co-determination. Rules regarding workplace coexistence, such as the handling of personal belongings or the use of lockers, are considered organizational conduct and are subject to co-determination.

Section 87(1)(6) of the Works Constitution Act (BetrVG) – Technical Monitoring Devices: Certain aspects of desk sharing, such as the use of booking or occupancy tools, fall under Section 87(1)(6) of the Works Constitution Act (BetrVG) if they involve monitoring of employees’ performance and behavior. As soon as a booking tool collects data on attendance times or usage patterns that can be traced back to individual employees, the right to co-determination applies.

Section 87(1)(7) of the Works Constitution Act (BetrVG) – Health Protection: Ergonomic requirements, risk assessments, and hygiene regulations for shared workstations may satisfy this criterion. The Baden-Württemberg Regional Labor Court rejected a right to co-determination under § 87 (1) No. 7 BetrVG in a specific case, as the introduction of desk sharing alone did not lead to a concrete risk to employees. A risk assessment would first have to establish this.

§ 90 BetrVG – Duty to Inform: § 90 BetrVG requires the employer to inform the works council in a timely and comprehensive manner about planned changes to workstations, work processes, or the work environment. This duty to inform applies as early as the planning phase. Anyone who informs the works council only after the restructuring measures have already begun has missed this deadline.

§ 111 BetrVG – Operational change: According to the case law of the Federal Labor Court, the introduction of desk sharing is generally not considered an operational change within the meaning of § 111 BetrVG. The situation is different if desk sharing is part of a larger restructuring.

What does case law say about the works council’s right to co-determination?

Case law on the subject of desk sharing and works councils is anything but consistent. In the past, the same concept has been interpreted differently by various courts. According to this view, it is not the concept as a whole that matters, but rather the individual provisions within it. Three court decisions illustrate where the courts draw the line.

Frankfurt/Main Labor Court: The Frankfurt/Main Labor Court granted a works council’s motion seeking to prevent the introduction of desk sharing. The court found that several aspects of co-determination were affected. The unilateral introduction of this work system by the employer was therefore deemed impermissible. The works council was ultimately able to halt further implementation by means of a preliminary injunction.

Düsseldorf Regional Labor Court (Case No. 3 TaBVGa 6/17): The Düsseldorf Regional Labor Court ruled in another case that the works council had no right of co-determination because the specific plan did not contain any provisions subject to co-determination. The question of where exactly the line is drawn between the specification of work duties not subject to co-determination and conduct subject to co-determination remains largely unresolved even after this decision. A fundamental ruling by the Federal Labor Court is still pending.

Baden-Württemberg Regional Labor Court (Case No. 21 TaBV 7/24, August 2024): According to this ruling, neither the decision to introduce desk sharing nor an accompanying clean-desk policy is, in and of itself, subject to works council co-determination. Both pertain to employees’ work conduct, which is not subject to co-determination. However, regulations governing the handling of personal belongings may affect workplace conduct subject to co-determination pursuant to Section 87(1)(1) of the Works Constitution Act (BetrVG). Regulations governing the use of certain company premises for break and work purposes may also be subject to co-determination.

In practice, this means that it is not the concept as a whole but each individual provision within it that must be reviewed for compliance with the requirement for employee participation. Those who make sweeping generalizations are almost always wrong.

What must be included in the workplace agreement on desk sharing?

In practice, a works council agreement is the most reliable way to implement the project in a legally compliant manner. This applies regardless of whether a genuine right to co-determination exists in a particular case or not.

To ensure that desk sharing and labor law are compatible, a legally sound company agreement must address these key points:

1. Scope of Application: Which locations, departments, and employee groups are covered by the agreement? If it applies across multiple locations, the general works council is generally responsible.
2. Booking rules: How do you reserve a workspace? Through the app, at a terminal, or on the spot? What are the advance notice requirements and cancellation deadlines?
3. Clean Desk Policy: What personal items are allowed, how are they stored, and who provides lockers or rolling cabinets?
4. Data Protection and Booking Systems: Digital booking systems may fall under Section 87(1)(6) of the Works Constitution Act (BetrVG) if they collect data on booking times, duration of presence, or individual usage patterns. The agreement must specify what data is collected, how long it is stored, and who has access to it. Tools like PULT avoid this issue from the outset: analyses are conducted exclusively at the team level in aggregated form, without any references to individuals, and thus meet the requirements that works councils typically impose under Section 87(1)(6) of the Works Constitution Act (BetrVG).
5. Ergonomics and Occupational Health and Safety: Guidelines for the setup of shared workstations (monitor, keyboard, chair), for cleaning, and for the special needs of individual employees.
6. Special provisions: Pregnant employees, employees with disabilities, or those in certain job roles may be entitled to a dedicated workspace and special desk-sharing rules.
7. Control mechanisms: How is booking data analyzed? Is it analyzed only at the team level, or also at the individual level? The latter typically requires employee participation and raises data protection concerns.

What is the best way to involve the works council in desk sharing?

Time and again, managers make the mistake of informing the works council about the introduction of desk sharing only after the decision has already been made. This is unwise and, in many cases, violates Section 90 of the Works Constitution Act (BetrVG).

As soon as the idea of introducing desk sharing arises internally, the obligation to provide information takes effect. The works council receives planning documents, space allocation plans, and schedules. In the next step, the concept is jointly reviewed for provisions subject to co-determination: Which areas are covered by Section 87(1)(1), (6), or (7) of the Works Constitution Act (BetrVG)? This review prevents individual provisions from becoming stumbling blocks later on.

Once the areas subject to co-determination have been identified, formal negotiations on a works agreement begin. If the employer and the works council cannot reach an agreement, the conciliation board makes the decision. This process can delay projects by months. Once the agreement is finalized, implementation begins. An evaluation clause also specifies when and how the parties will jointly review the plan and adjust it as needed.

If you communicate transparently from the outset and establish a clear policy, you will have already prevented most conflicts before they arise. The same principle applies to the booking system.

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Working Models: Which One Is Right for Your Team?

Work models describe how, when, and where employees perform their work. Full-time and part-time? That’s ancient history. By 2026, hybrid, remote, flex time, the four-day workweek, and job sharing will define the German labor market. 

If you choose the wrong model, you’ll quickly find yourself facing unnecessary problems such as excessive administrative costs and dissatisfied employees. That’s why, in this article, we’ll explain the most important models, outline their pros and cons, and highlight which legal changes are particularly relevant this year.

Work Models: The Basics

• Work models define the scope (full-time, part-time), schedule (flexible hours, trust-based working hours, four-day workweek), and location (office, home office, hybrid, remote) of work.
• By 2026, hybrid work will be the most common model in German companies. About 60 percent of office workers will work from home at least one day a week.
• Since 2022, employers in Germany have been required to systematically track working hours, regardless of the chosen work model .
• The Pay Transparency Act was strengthened in 2026 and now applies to companies with as few as 100 employees, with direct implications for part-time and job-sharing arrangements.

What are work models?

An employment model defines the framework within which an employee performs their work. It specifies three dimensions:

• Hours worked: How many hours per week does a person work? Full-time, part-time, or on a very limited basis?
• Schedule: When are employees scheduled to work? Fixed hours, flex time, shift work, or trust-based working hours?
• Work location: Where is the work done? In the office, from home, in a hybrid setup, or entirely remotely?

These three dimensions can be combined. A full-time employee can work on a flex-time schedule and in a hybrid model. A part-time employee can work exclusively in the office on a fixed shift. These combinations give rise to the modelswe examine in this article.

The main work models by working hours

The number of hours worked forms the basis of every employment contract. These four models cover over 95 percent of all employment relationships in Germany.

Full-time

In Germany, full-time employment generally involves 35 to 40 hours per week, depending on the collective bargaining agreement or the industry. Full-time positions remain the norm, particularly in manufacturing, skilled trades, and traditional administrative professions.

• Advantages: Full salary, comprehensive benefits, clear career path. 
• Disadvantages: Less flexibility for family, continuing education, or side jobs.

Part-time

Part-time work involves fewer hours than the full weekly work schedule. Since 2019, employees have been entitled under the Bridge Part-Time Work Act to a temporary reduction in working hours with the right to return to full-time work.

• Advantages: Better work-life balance, more time for other commitments. 
• Disadvantages: Lower income, often slower career advancement, lower pension benefits.

Part-time employment (mini-job)

Since 2026, mini-jobs have been capped at 603 euros per month. They are suitable for students, retirees, or as a second job.

• Advantages: Tax- and social security-free for employees, flexible scheduling, easy entry into the job market.‍
• Disadvantages: No automatic coverage under health and unemployment insurance, limited pension benefits, no protection in the event of unemployment.

Four-day workweek

The four-day workweek reduces the number of working days to four, often without a reduction in pay. In Germany, it was tested in several pilot projects in 2024. Initial results show higher productivity per hour, but also challenges in service industries with fixed opening hours.

• Benefits: More time to recover, lower absenteeism rates, a strong selling point in recruitment.
• Disadvantages: Difficult to implement in shift-based and service-oriented businesses, higher demands on process efficiency, potential losses in terms of availability.

Work Models Based on Work Hours Distribution

While the total number of hours sets the framework, the distribution of working hours determines daily life. These four models are the most common in Germany.

Flexible work hours

Under a flex-time schedule, employees determine the start and end times of their daily work within a set framework. A core period (for example, 10 a.m. to 3 p.m.) generally specifies when all employees must be available. Outside of these hours, employees are free to manage their own schedules.

• Benefits: Better compatibility with doctor's appointments, family commitments, or commuting times; higher employee satisfaction; lower absenteeism. 
• Disadvantages: Requires reliable time tracking, makes it difficult to coordinate spontaneously outside of core hours, and makes team coordination more complex.

Flexible work hours

What counts here is only the result, not the number of hours worked. Employees organize their own working hours. It is important to note that even trust-based working hours are not exempt from the legal requirement to track working hours. Employers must document when work was performed, even if the distribution of those hours is left up to the employee.

• Advantages: High degree of autonomy, a strong selling point when recruiting skilled workers, focus on results rather than attendance. 
• Disadvantages: Risk of unpaid overtime; difficult to implement without a mature management culture; requires documentation despite flexible scheduling.

Shift work

Shift schedules (early, late, and night shifts) are primarily found in manufacturing, healthcare, logistics, and retail. They require reliable shift schedules and transparent communication.

• Advantages: The company is always open, employees often receive shift premiums, and there is a clear separation between work and personal time. 
• Disadvantages: Health risks due to irregular work schedules (especially night shifts), difficulty balancing work and family life, higher employee turnover in industries with unattractive shifts.

Job sharing

In job sharing, two or more people share a full-time position. It is becoming increasingly popular, especially in leadership positions. However, with the stricter Pay Transparency Act of 2026, legal requirements are also coming to the forefront here, as both job-sharing partners must be paid equally for work of equal value and the company must be able to document this comparability.

• Advantages: Makes leadership positions accessible on a part-time basis, combines two skill sets in a single role, and ensures continuity in the event of illness or vacation. 
• Disadvantages: Significant coordination effort required between partners, complex reporting and documentation requirements, and, in practice, often additional work for the supporting team.

Work Models by Location

The workplace has undergone the most significant changes in recent years. Four models now define the day-to-day operations of German companies.

Office work (in-person)

For decades, the traditional office setup was the standard model. It still works today in situations where physical presence is necessary. For companies, this model involves the least organizational effort, as it features fixed workstations and predictable utilization. The trade-off is high fixed costs for office space and a limited pool of applicants, since many talented individuals today expect hybrid or remote options.

• Advantages: Easy coordination, direct communication within the team, strong corporate culture, minimal technical requirements.
• Disadvantages: High fixed costs for office space, long commutes for employees, and reduced appeal to job candidates.

Work from home

In this model, employees work from home on a permanent basis or at least on a regular basis. There is still no legal right to work from home in Germany, but many companies offer it on a voluntary basis. This is also necessary these days, as many qualified workers expect at least the option to work from home.

• Advantages: No more commuting time, improved concentration, better work-life balance.
• Disadvantages: Risk of isolation and weaker team cohesion, more difficult to coordinate spontaneously, higher demands on self-organization and technical equipment at home.

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Hybrid Work

Hybrid work combines in-office work with location-flexible work according to clear guidelines. There are several typical models:

• Office-First: Three to four days in the office, one to two days working from home.
• Remote-First: Remote work is the default; employees come into the office only on specific days or for specific occasions.
• Free Choice: Employees decide where to work each day within defined guidelines.

The choice of model primarily affects the organizational effort required. However, the advantages and disadvantages of the hybrid model generally apply to all three variants:

• Advantages: Combines periods of focused work at home with collaboration in the office, reduces office space through desk sharing, and serves as a strong selling point in recruitment. 
• Disadvantages: Greater coordination effort, requires booking and attendance systems, risk of unequal opportunities between office-based and remote workers (“proximity bias”).

Remote Work

Remote work refers to working entirely from any location, often from abroad. Tax, social security, and labor law issues become complex as soon as someone works from another EU country for more than 25 days a year.

• Advantages: Access to an international talent pool, no office space costs, and maximum flexibility for employees.‍
• Disadvantages: Complex legal and tax issues related to assignments abroad, challenges in building a team culture, and higher demands on leadership and digital communication.

Work Models of the Future: What Will Change in 2026?

The labor market never stands still. Almost in lockstep, new regulations and laws are emerging, designed to protect both employers and employees while maintaining a balance. Four legal and technological developments are shaping work models in Germany in 2026:

1. Digital time tracking requirement now fully in effect: Since the Federal Labor Court (BAG) ruling in 2022, employers have been required to systematically track working hours. What has been missing so far is specific legal implementation: The planned Time Tracking Act is set to make electronic tracking mandatory in the course of 2026. 
2. Pay Transparency Act Expanded: The EU Pay Transparency Directive has been transposed into German law and now applies to companies with 100 or more employees. Companies must be able to disclose their pay structures. This has a direct impact on part-time, job-sharing, and hybrid models, as anyone filling a reduced-hour position must be paid proportionally the same as a full-time employee performing the same duties.
3. AI Governance in Human Resources: With the introduction of the EU AI Act, stricter rules for AI-powered HR systems will take effect in 2026. Tools used in recruiting or performance evaluation are considered high-risk applications and are subject to documentation and transparency requirements. Furthermore, attendance analyses and workload reports must not generate movement profiles of individual persons. Evaluations must be anonymized at the team or facility level.
4. Space optimization as a cost factor: Office costs are among the largest fixed expenses for many companies. Companies that allow employees to work in a hybrid model and don’t know who is actually in the office and when end up paying for unused square footage. Accurate occupancy data is essential for making informed space-related decisions and ensures that companies can reduce costs.

Which work model is right for which company?

There is no one-size-fits-all model. Companies that copy an approach simply because it has worked reliably for others underestimate how much the right choice depends on their own specific circumstances. Four factors set the direction:

1. Industry and job profile: Knowledge work allows for more flexibility than the manufacturing sector.
2. Team size and culture: Small teams often get by with informal agreements, while larger teams need clear rules and tools.
3. Employee expectations: Young talent expects hybrid and remote work options. According to PwC, for 44 percent of employees, the option to work from home is a decisive factor in choosing an employer, while for another 42 percent, it is important but not decisive.
4. IT infrastructure: Hybrid work only works with reliable time-tracking software, attendance tracking, and an integrated HR system.

Anyone introducing hybrid or flexible models should therefore clarify early on how desk sharing will be organized and how utilization will be measured.

Implementing Hybrid and Flexible Work Models: What Matters Most

Flexible, new work models often fail during implementation. Four problems in particular tend to arise in practice.

The first issue is the discrepancy between bookings and reality. Employees reserve desks in advance but then don’t show up, or conversely, come into the office spontaneously without having made a reservation. The result is occupancy data that cannot be relied upon for decision-making.

The second issue concerns the office manager. Without automatic attendance tracking, the only option is to manually ask team members who is in the office today. This takes time and still doesn't provide reliable data.

Then there’s the matter of compliance. Time tracking, occupational safety training, and first-aid responder quotas require the ability to document at any time who was on site and when. In hybrid teams, this is nearly impossible to do manually.

Finally, the “word of mouth” between systems should not be underestimated. Booking data is stored in one tool, HR data in another, and room schedules in a third. This does not result in a unified overview.

The solution lies in the combination of clear rules and a system that enforces these rules in the background:

1. Define booking rules (who is allowed to work from home, when, and for how many days; which teams are required to be on-site on which days)
2. Provide a booking tool that integrates with existing systems such as Slack, Microsoft Teams, or Outlook
3. Automatically track actual attendance instead of relying on booking data
4. Use analytics to plan spaces, teams, and investments based on data

This is exactly where PULT comes in. The platform combines desk booking, room and parking spot reservations, visitor management, and automatic attendance tracking via the company’s Wi-Fi into a single system. Employees can book in ten seconds directly from Slack or Teams, check-in happens automatically, and office managers receive reliable data on office occupancy in real time.