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Clean Desk Policy: TL;DR

• A clean desk policy is an internal guideline that stipulates that workstations must be completely tidy and free of documents or personal items at the end of the working day.
• The aim of the clean desk policy is security. It should protect company data and ensure that workstations in desk sharing can be used immediately by others.
• Important aspects of the clean desk policy include: secure storage of documents, locking devices, using the cloud instead of external data carriers, disposing of paper, and clear end-of-day routines.
• The following applies to home offices and other work locations: Documents and devices should be secured so that guests or strangers cannot see them.

What is a clean desk policy?

A clean desk policy contains rules for the secure storage of documents and data carriers, for locking screens, for the destruction of paper waste, and for the protection of access data. It also stipulates that workstations must be left free of confidential materials at the end of the day.

• Document storage: Documents containing confidential or personal data must be stored in lockable cabinets, lockers, or rolling containers.
• Screen lock: Computers, laptops, tablets, smartphones, and terminals must be locked as soon as the workstation is left.
• Notes and data carriers: Records, USB sticks, or external hard drives must not be left lying around.
• Paper disposal: Printouts must be destroyed using a document shredder or other secure disposal system.
• Password protection: Access data must not be stored in writing at the workplace.
• Cleaning and tidiness: Workstations must be left free of documents and materials at the end of the working day.

Download: Clean Desk Policy template

You can download the Clean Desk Policy template free of charge. It contains:

• a brief introduction with purpose and scope,
• rules for documents, data carriers, devices, and workstations,
• instructions for review,
• friendly wording that can be easily adapted to your company.

You can use the template and customize it for your company.

Clean Desk Policy Template (PDF)

How do I implement a clear desk policy?

Before introducing a clean desk policy, assess the current situation, formulate the objectives, and establish the rules. Then provide the necessary equipment, discuss the policy with employees, and establish it in everyday working life.

Step 1: Analyze the current situation before introducing the clean desk policy

• Observe how workstations are currently being used: What materials are often left lying around? What items are disruptive? (e.g., cables, personal items, printouts)
• Find out which workstations handle company data or which teams have special requirements (e.g., video production, camera teams, archiving work).
• Determine what equipment is already available (lockable cabinets, lockers, cloud access, secure waste bins).

Step 2: Formulate the objectives and meaning of the clean desk policy

• Specify that all workstations must be left as they were found at the end of the booked working period so that others can use them immediately.
• Specify data protection requirements, for example, no leaving company data or customer documents lying around openly

Step 3: Create rules for the clean desk policy and put them in writing

• Develop and supplement your own rules based on the download template: documents, devices, personal items, cleanliness, etc.
• Define exceptions, for example, for external hard drives for the video team

Step 4: Provide equipment

• Lockable lockers for personal items (jackets, backpacks, bicycle helmets, etc.) and compartments for personal work equipment (headsets, noise-canceling headphones, mice, keyboards, etc.)
• Cloud software and cloud storage so that documents are not stored locally on devices
• Tools such as document shredders or secure containers for disposal
• Cleaning stations with disinfectant and wipes so that the workplace can be left in a hygienic condition.

Step 5: Communication & employee involvement

• Present and explain the clean desk policy in team meetings, collect questions
• Enable employees to contribute ideas and requests, for example regarding storage options, workplace equipment, personal equipment

Step 6: Establish the clean desk policy in everyday life

• End-of-day routine: Describe tasks that should be completed before the end of the working day and before leaving the workplace.
• Reminders: Posters of the clean desk policy, digital notices, checklists at workstations.
• Responsibilities: Who ensures compliance with the clean desk policy? Who takes action when rules are not followed?

Step 7: Review and monitor the clean desk policy

• After a few weeks, evaluate together whether the rules of the clean desk policy are working, are realistic to comply with, and where there is room for improvement.
• Seek discussions with employees to identify weaknesses in the clean desk policy
• Modify rules, improve equipment, and/or change processes

Is a clean desk policy also necessary when working from home?

A clean desk policy also protects confidential information from unauthorized access when working from home. In addition to family members, guests or tradespeople may occasionally be present, or you may be living in a shared apartment. 

• Confidentiality: Put away documents containing company data after work, especially if you work in living rooms or shared rooms.
• Storage: Store documents in lockable folders or cabinets, not openly on the table or shelf.
• Devices: Lock your laptop, monitor, or tablet when you finish work.
• Cloud use: Consistently save files in the company cloud instead of locally on private devices.
• Separation of work and private life: Clearly separate work documents from private correspondence, documents, etc.

Tip: Consider other work locations in the clean desk policy
For employees who travel a lot, you should explicitly extend the clean desk policy to their work locations:
- At customers' premises
- At trade fairs and conferences
- In coworking spaces
- In hotels

What are the benefits and disadvantages of a clean desk policy?

A clean desk policy improves data protection, makes it easier to work in shared offices, and ensures a uniform standard for handling workstations. However, practical issues or resistance may arise during implementation.

Benefits of a clean desk policy

• Protection of confidential information: Open documents or unlocked screens are a common cause of data breaches. A clean desk policy counteracts this.
• Smooth workplace change: In offices with desk sharing, everyone can start immediately without having to tidy up or move other people's documents aside.
• Professional impression: Visitors, applicants, customers, or new employees experience a tidy and inviting office.
• Routines: The end-of-day routine ensures that the working day is consciously concluded.

Disadvantages of a clean desk policy and solutions

• Additional effort: Tidying up at the end of the working day takes a few minutes. Solution: With a clear routine using a checklist, it rarely takes longer than five minutes. However, this short effort saves all colleagues time at the start of the next working day because all workstations are immediately ready for use.
• Feeling of control: Some people perceive the policy as restrictive or patronizing. Solution: Instead of imposing rules from above, it helps to explain the reasons behind them openly: data protection and the fair and collegial use of shared spaces.
• Practical hurdles: Lack of cabinets, storage space, or cloud access. Solution: Before the policy is made binding, the necessary resources should be in place: lockers, secure disposal systems, and reliable cloud software.

Tip: Desk Sharing rules
‍
The Clean Desk Policy specifically applies to your team's workspaces. Desk sharing rules can help you use shared workspaces, the office, meeting rooms, and zones fairly and without conflict.

Clean Desk Policy and Fairness with PULT

A Clean Desk Policy ensures that everyone in the team finds their booked workspace ready for use. Desk booking in PULT follows the same principle: your team books desks, zones, rooms, or parking spaces via the software. Everyone has access to the same resources, which creates fairness in usage.

Fairness also means that reserved spaces are not blocked if they are unused. With PULT Presence, automatic check-in takes place via your existing Wi-Fi. If there is no check-in, the space is released again after a defined period of time and is thus available to other colleagues.

The evaluation in PULT Office Insights shows you whether the clean desk policy and desk sharing rules are working. There you can see how workstations, rooms, and zones are actually being used and get direct feedback from the team.

Tip: Find out more about office insights in PULT here and desk booking here.

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Agile Workplace: TL;DR

• An agile workplace is an office with different zones for concentration, collaboration and exchange, as well as relaxation and balance.
• Activity-based working is the most common model of the agile workplace: the activity determines the chosen workplace within the agile workplace.
• Many large companies use agile workplaces to strengthen collaboration among employees and make targeted use of the available space.
• Studies show that an agile workplace works best with quiet areas, clear rules for allocating space, and accompanying change management.
• With the agile workplace management software PULT, space allocation in the agile workplace can be managed easily and fairly.

What is an agile work environment?

The term agile workplace refers to the entire work environment, i.e., the office with all its equipment and the way teams work and interact with each other. An agile workplace creates conditions that allow work to be organized and completed in line with daily requirements.

• Spaces: Instead of fixed seating arrangements, the agile workplace consists of different areas. There are individual workstations for quiet and concentrated work, open spaces for workshops and teamwork, and meeting rooms that can be quickly set up depending on the size of the team and the task at hand.
• Work tools: The work tools in the agile workplace are designed for constant collaboration. This includes cloud software that is shared and synchronized across devices. Content that has already been developed can be shared and edited together. The hardware is also designed with this in mind, with laptops and tablets being used instead of permanently installed desktop computers.
• Culture: The Agile Workplace also refers to the team's attitude toward their own work. Everyone takes responsibility for their part of the work and the team's performance. Work performance is evaluated based on results and no longer on hours of attendance. Rooms, structures, and processes are continuously evaluated to determine whether they still meet the objectives. Changes are easy to make and are encouraged.

Why do companies work in an agile workplace?

The general pressure on companies to perform and reduce costs has increased since the pandemic and due to Trump's tariffs, meaning that working methods and premises are constantly being reviewed.

In order to remain competitive or even a pioneer, the workplace must offer employees the best possible conditions for their performance. The agile workplace is one answer to this, and activity-based working is often the model of choice.

Example of activity-based working in the agile workplace
The Dutch insurance company Interpolis has completely redesigned its offices based on activity-based working. Since then, there are no longer any fixed desks, but rather different areas for different activities: individual workstations for concentrated work in quiet zones, open spaces for workshops, and retreat areas. The result: 45% less office space and 24% lower annual occupancy costs.

Studies show that open-plan offices tend to slow down communication between employees. In some cases, direct communication fell by almost 70 percent because employees resorted to emails or chat.

An agile workplace, on the other hand, focuses on diversity of zones: places for retreat, places for exchange, places for short ad hoc meetings. Only this combination prevents the agile concept from falling by the wayside in everyday working life.

Companies are turning to the agile workplace because it makes office space usable for new and better work areas. These new areas help employees cope with the sometimes high pressure to perform and enable them to adapt their working methods to the task at hand on a daily basis.

How is an agile workspace designed?

An agile workspace is a modular system consisting of different zones and rooms that are used depending on the task at hand. At its core is the idea of activity-based working: the location is determined by the task at hand on a daily basis. This can change several times a day within the office.

• Quiet places for concentrated work: Individual workstations are arranged to provide peace and quiet. Acoustically effective room dividers, textile surfaces, and large plants provide visual and acoustic screening. This creates an area where undisturbed work is possible.
• Zones for exchange and workshops: Agile methods such as stand-ups, sprints, or retrospectives require spaces that can be used quickly and easily. Rollable tables, whiteboards, and partition walls make it possible to reconfigure the room in a matter of minutes depending on the size of the group and the task at hand.
• Meeting rooms in various sizes: Meeting rooms are available for consultations and larger project or customer meetings. These are equipped with video conferencing technology so that teams can also collaborate with colleagues working from home or in coworking spaces.
• Social and break areas: Kitchens, lounges, and café areas are integral parts of the culture in the agile office space design. They serve as places to relax and ensure that the team does not have to leave the office, as everything they need is provided. Studies show that these areas in particular strengthen the flow of knowledge and increase the quality of time spent in the office.
• Areas for exercise and relaxation: The agile workplace creates areas for exercise, play, and relaxation. This could be a room with a table tennis table or foosball, a small fitness zone with treadmill desks, or a relaxation room with comfortable armchairs. Such places follow a simple logic: those who exercise or consciously relax in between tasks remain focused and resilient for longer. This is intended to create a balance to the otherwise high performance requirements.

How do I implement an agile workplace?

An agile workplace is created step by step. It is important that the space, technology, and culture are developed together with the team. Here's how to implement it in practice:

1. Understand needs

The first step is to analyze current working practices. Which activities are most important in everyday life and which working environments are lacking? Employee surveys and observations help to accurately identify needs.

2. Set goals

An agile workplace is more successful when it has a clear goal. This could be more collaboration, better use of space, or increased team satisfaction. Such targets give the project a clear direction.

3. Design spaces

Based on the analysis, a concept is developed with different zones: concentrated work, collaboration, exchange, relaxation. Diversity makes the difference. It is important that each area is clearly recognizable and serves its purpose.

4. Introduce digital tools

Software is the best way to manage space utilization.The agile workplace software PULT ensures that your employees can book their workspace. This organizes the use of space in a fair and transparent manner.

5. Develop rules and culture

An agile workplace thrives on shared responsibility. It requires clear rules for the use of space and a culture that promotes trust, personal responsibility, and a focus on results. Only when the team shares this attitude can the workplace reach its full potential.

6. Continuous adaptation

Working methods change, teams evolve, and new technologies are added. That's why an agile workplace is never complete. Regular review and adaptation ensure that the concept remains alive and effective in the long term.

How do I manage space allocation in the Agile Workplace?

The Agile Workplace thrives on spatial diversity: quiet areas, open spaces for teamwork, rooms for discussion and meetings. For this environment to work, you need to allocate the available spaces and spatial resources fairly.

Desk booking in PULT is a software that allows your employees to make binding reservations for workstations, rooms, and zones. This way, everyone can get to the workplace they need for their upcoming task.

• Workplace and room booking: Employees can easily reserve desks, zones, or meeting rooms in advance. This prevents double bookings and ensures that everyone has fair access to the space.
• Office Insights: You can see in real time and historically how heavily individual areas are used. This allows you to continuously adjust the layout and create capacity where it is actually needed.
• PULT Presence: In addition to booking data, PULT provides you with real attendance figures. Employees check in automatically as soon as one of their devices connects to the company Wi-Fi.

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Hybrid working: advantages for companies and employees

What are the main advantages of hybrid working?

• Hybrid working allows for a more flexible approach to the working day.
• Personal interaction in the office is maintained with hybrid work.
• Employees gain more freedom to make decisions and can work with greater concentration.
• Companies have lower costs, more motivated teams and a better position in the labour market.

What are the advantages of hybrid working for employees and companies?

1. Better work-life balance

Currently, more than 60% of employees in the UK work in a hybrid model, i.e. partly in the office and partly from home. The ability to choose where to work flexibly noticeably improves the work-life balance. This is also confirmed by a study by Hardwig and Latniak (2025), which shows that hybrid structures allow employees to organise their day in a more self-determined and stress-free manner.

2. Greater concentration thanks to suitable environments

Many employees use their home office for highly concentrated work, while interaction in the office is used specifically for meetings or creative processes. According to a recent Fraunhofer IAO study, around 80% of hybrid employees report higher productivity, partly because they can plan their tasks better in line with their environment.

3. Time and cost savings through less commuting

The hybrid model is a real advantage, especially for commuters: those who do not have to go to the office every day not only save time but also travel costs. In a survey by TravelPerk, 88% of hybrid employees surveyed stated that they were able to significantly reduce their commute.

4. Higher motivation and stronger loyalty

When employees have a say in when and where they work, their satisfaction and emotional attachment to the company increase. This development is also described by Gallup's Engagement Index (based on data from 2023, but with a trend that remains valid), which shows that self-determined work has a positive effect on long-term motivation. Staff turnover is also reduced.

5. Competitive advantage in the labour market

Companies with hybrid working models find it easier to recruit skilled workers. In the Fraunhofer survey mentioned above, over 80% of the organisations surveyed stated that mobile or hybrid working is now firmly established, usually through company agreements. These companies are thus responding directly to the expectations of many applicants.

6. Space utilisation and costs

The study by Bath (Springer, 2025) shows that 34.1% of companies operate hybrid working with clear regulations, allowing structures to be adapted on a permanent basis. When offices and their individual workstations are no longer used to full capacity, the available space can be reallocated and repurposed for the benefit of employees. Even when the company grows, it can remain in the property, as efficient use means that additional capacity can be created at virtually any time.

7. Contribution to sustainability

Hybrid models also contribute to the ecological balance: reduced commuting leads to a measurable decrease in emissions. According to a study by the RKW Competence Centre, the switch to partial home office working is a relevant lever in the climate strategy of many companies, especially those with a high proportion of office workplaces.

How can hybrid working be successfully implemented?

To ensure the success of your hybrid working model, create clear guidelines that your employees can follow and that you can present to applicants. Ensure a high level of reliability in technology and software, and work on building trust and personal responsibility within your team.

Agree on binding rules with your team

Clearly define whether and on which days work will be done in the office, which tasks can be done remotely, and how personal availability is regulated. Document these agreements so that everyone in the team can read them at any time.

Tip: Develop a short, understandable team agreement with fixed guidelines for hybrid working. This will also benefit you when applicants ask about working conditions and when training new colleagues.

Plan days in the office with a specific purpose

Use office hours for activities that offer real added value through personal interaction, such as strategy workshops, retrospectives or project launches. Plan them in advance together with the team and make sure they are binding. However, avoid requiring days in the office for no reason or for vague reasons.

Tip: Introduce fixed team days that focus on coordination, planning and social interaction. Keep these days free of unnecessary remote meetings. Make the most of the time together and show your team that face-to-face meetings have intrinsic value.

Standardised technical equipment

Ensure that all employees, whether in the office or at home, can work with equivalent equipment. This includes stable internet connections, good audio quality and cloud software that can be used from anywhere.

Tip: Work with IT to develop a standard setup for hybrid workplaces and provide a fixed technology budget for home offices.

Define clear communication rules

Determine which tools are used for which type of communication, how information should be documented, and in which cases synchronous or asynchronous communication is appropriate. Agree on these rules with your team and review them regularly.

Tip: Put the standards you have developed in writing, for example for chat, email, meetings and project documentation. This will create a binding structure that works regardless of the place of work.

Foster team culture through fixed rituals

Create formats for exchange, joint reflection and cohesion for hybrid teamwork. These rituals give your team structure and a temporal rhythm.

Tip: Establish fixed formats such as monthly meetings, joint planning meetings or feedback sessions. Give these formats a fixed place in the calendar and associate them with positive experiences, such as a meal together.

Continuous improvement of the model

Regularly evaluate how well hybrid working is functioning in your team, both technically and culturally. Determine satisfaction, office utilisation and productivity, and use this information to make specific adjustments.

Tip: Conduct a compact team survey once a quarter. Evaluate the results and work with the team to derive possible changes. In this way, the system will improve evolutionarily.

Tip: PULT's Office Insights feature includes a personal feedback function. This allows you to conduct surveys within your team without any additional software and find out directly what is going on with your employees.

How does hybrid working compare to office-only or remote-only models?

In the discussion about the right way to work, there are three models: full presence in the office, purely remote working and hybrid working. Each of these models has advantages and disadvantages depending on the industry, task and team structure.

Working full-time in the office

Strengths

• Direct communication and coordination
• Clearly structured working day and location

Weaknesses

• Time lost commuting
• Less freedom to organise your time
• Hardly any opportunities to retreat

Particularly suitable for

• Tasks requiring a high degree of coordination
• Intensive teamwork on site
• Sensitive data (e.g., finance, research & development in laboratories)

Working completely remotely

Strengths

• Location independence
• High degree of time sovereignty
• Access to supra-regional talent

Weaknesses

• Less social connection
• Risk of isolation
• No access to local resources

Particularly suitable for

• Individual knowledge work
• Software development
• International project teams
• Activities with clear output

Hybrid working

Strengths

• Freely combinable
• Good balance between concentration and exchange
• Adaptable to tasks

Weaknesses

• Coordination effort
• Need for clear rules
• Potentially unequal visibility within the team

Particularly suitable for roles with changing requirements

• Consulting
• Marketing
• Project management
• Managers
• HR

How can the disadvantages of hybrid working be overcome?

Hybrid working offers a lot of freedom, but it also presents teams and companies with new challenges. These mainly concern communication, the organisation of collaboration and the creation of the necessary structures.

Frequently cited disadvantages of hybrid working include:

• Fewer face-to-face encounters within the team: If part of the team regularly works from home, this can undermine the sense of community. Informal conversations then take place much less frequently. You can counteract these disadvantages with face-to-face formats, such as regular team days or project-related face-to-face phases.
• Coordination effort: Hybrid working requires clear agreements: Who is available when? Which channels are used for what? What needs to be documented? Are there core working hours? Create binding communication standards, calendars and shared software for this purpose.
• Blurring the lines between work and leisure: When the workplace is also at home, the boundaries can sometimes become blurred. Employees report feeling that they are or must be "always available." This can be resolved by setting fixed offline times, clearly communicating availability rules, and fostering a corporate culture that encourages conscious breaks.
• Exploring office capacity: Removing desks creates space, but capacity must still be sufficient for peak times. Finding a balance requires forward planning and accurate analysis of utilisation.
  

Tip: In PULT, you can measure the utilisation of your office, even without active desk sharing. An employee's presence is recorded as soon as one of their devices connects to the company Wi-Fi. Your team does not have to actively dial in – you will still receive the attendance figures. Find out more about PULT Presence here.

Finding balance for hybrid working

Hybrid working is a standalone working model with clear advantages. Employees gain a great deal of flexibility in terms of time management and personal responsibility, while companies become more attractive to applicants and are both more productive and more resilient.

The basis for hybrid working is that you actively shape the concept. Ensure that you have the right framework conditions, acceptable rules and a model that is constantly evolving within your company.

Frequent hurdles lie in coordination:

• Who is in the office and when?
• Which workstations are actually available?
• Are there enough desks available during peak times?
• When is a meeting room free?
• Who is allowed to book which rooms?
  

With the PULT desk booking software, you can bridge the gap between home office and office. Your employees can book their office workspace from home, ensuring that it is available when they arrive. Meeting rooms, designated zones and parking spaces can also be booked.

By integrating PULT with Outlook, Google Calendar and many other tools, space bookings are also created as calendar entries. This provides an even better overview of which colleagues will be in the office.

Tip: Find out more about office evaluation in PULT here and desk booking here.

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Models for hybrid working: examples from Germany

Overview: Hybrid working models in comparison

Hybrid working can be implemented in many ways. Different models are suitable depending on the size of the company, the task structure and the team culture. The following overview shows proven hybrid models, their characteristics and typical areas of application.

1. 3:2 model

Description:
‍Employees work three days in the office and two days remotely. The distribution is either uniform across the company or regulated on a team-by-team basis.

Advantages
Clear structure with high acceptance. Can be easily combined with desk-sharing concepts.

Possible disadvantages:
‍Little flexibility for individuals and more complicated for part-time workers.

2. Fixed attendance days

Description:
‍Certain days of the week are designated for everyone to be present in the office, for example Tuesday to Thursday. Remote working is the norm on the other days.

Advantages
‍Strengthens team spirit and facilitates coordination, as it is clear when everyone is available.

Possible disadvantages:
Leads to peak loads in office utilisation, meaning that a separate workstation must be provided for each employee. From the employees' perspective, the model is very rigid.

3. Team rotation / cohort model

Description:
‍Employees or teams take turns working in the office. For example, week A team 1, week B team 2. The groups are fixed.

Advantages:
Very efficient and predictable use of office capacity.

Possible disadvantages:
Complex to organise, cooperation between the alternating teams is difficult.

4. Free choice with framework conditions

Description:
‍Employees decide for themselves when they come to the office, within an agreed framework, for example 4 days a month, with a booking requirement.

Advantages:
High level of personal responsibility, high satisfaction, ideal for well-functioning teams. Attendance patterns become predictable over time and can therefore be planned.

Possible disadvantages:
Requires booking systems and trust in the personal responsibility of each individual.

5. Remote-first

Description:
‍Work is primarily done remotely. The office is provided as an option, primarily for meetings or individual use.

Advantages:
High degree of location independence, access to a global talent pool, low fixed costs for the office.

Possible disadvantages:
Risk of disconnection from the company, social isolation, more difficult management.

6. Office-first with home office allowance

Description:
‍The office serves as the standard workplace, with, for example, one day per week working from home.

Advantages:
Easy to implement, few technical and organisational hurdles, easy to manage.

Possible disadvantages:
Little scope for employees to shape their working environment, can be perceived as a sign of control, culturally outdated for many employees.

7. Project-based presence

Description:
The place of work is determined on a project-by-project basis, for example for a kick-off event in the office. Implementation then takes place remotely and reviews are conducted on attendance days.

Advantages:
Adaptable to project phases, good balance between collaboration and focus phases.

Possible disadvantages: 
High coordination effort, can become confusing with many parallel projects.

8. Hybrid shift model

Description:
‍Teams work in fixed shifts, for example, in the office in the morning and remotely in the afternoon, or alternating weekly.

Advantages:
Clear planning, continuous coverage, often easy to combine with operational requirements.

Possible disadvantages:
Limited freedom to make decisions, complex shift planning, higher demands on IT and infrastructure.

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Examples of companies with hybrid working models

Many medium-sized companies and corporations have developed their own models for hybrid working, always adapted to team size, task type and location structure.

1. Taxfix: The Berlin-based FinTech company allows employees to work remotely for up to six weeks a year, even from abroad. Within Germany, teams decide for themselves how to combine office and remote working hours. This is coordinated within the team.
2. Urban Sports Club: Here, a standard for hybrid working applies: 50% office, 50% remote. In addition, the company offers up to four months of location-independent working in Europe.
3. Kaufland: Hybrid working models are now established in Kaufland's administrative departments. Office attendance and mobile working are combined depending on the situation.
4. Cisco Austria: Cisco Austria publicly advocates hybrid working models, both within its own company and in terms of social change. In a recent survey, 43% of employees in Austria were identified as staunch supporters of hybrid working.
5. SAP: Employees at SAP decide together with their team how often they come to the office. There is no universal rule, but rather a free arrangement within the framework of a global hybrid programme. Physical presence depends on tasks and collaboration requirements.
6. Allianz: At Allianz, hybrid working is regulated by a binding works agreement: up to 60% of working hours may be carried out remotely. The exact arrangements are left to the teams.
7. Siemens: Since 2020, Siemens has allowed up to three days of mobile working per week in many areas. The switch between office and remote working is based on trust and dialogue with managers.
   

Tip: Here you can find success stories from companies that work hybrid with PULT.

How do I find the right hybrid model for my team?

The right hybrid model should bring together the interests of your company and those of your employees. The most important points to clarify for this alignment are predictability, team cohesion, secure processes, employee autonomy and decision-making freedom, and a good environment for concentrated work.

1. Observe behaviour, don't assume
Before you establish rules for a hybrid model, take a look at how your team already works today. If you currently work in a very flexible model, you will be surprised at how clearly certain patterns emerge.

This is easy with PULT Presence, as employee attendance in the office is recorded as soon as one of their devices connects to the company Wi-Fi. This means no extra work for your colleagues, but you get a realistic picture of how your team actually behaves. From this, you can already learn a lot about their wishes.

2. Hold discussions, gather employee opinions
Supplement the measurements with workshops and employee surveys. Work with your team to determine what is needed for concentrated work, what is necessary for good coordination among colleagues, and what an ideal working week looks like. These answers will gradually give rise to criteria for your hybrid model.

3. Choose a model and establish structures
From the combination of data, opinions and criteria, you can deduce what your well-functioning hybrid model will look like.

In PULT, you can observe your team's attendance behaviour after the binding introduction of your model. The integrated employee feedback function allows you to easily gather the opinions of your colleagues.

The utilisation data shows you how well your model is working. You can see which structures are used frequently: specific workstations, equipment, rooms and zones. You can also see what is not necessary, can be dismantled and put to a more frequently used purpose.

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