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Desk Booking

Desk Hoteling: How to Implement Desk Hoteling Successfully and Legally in Germany

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

May 6, 2026
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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.”

Implement desk hoteling without the hassle.

  • ✓ Book directly from Slack, MS Teams, or Outlook
  • ✓ GDPR-compliant, hosted in the EU
  • ✓ With interactive floor plan and team overview
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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.

Desk hoteling that even the works council approves of.

  • ✓ GDPR-compliant, hosted in the EU, ISO 27001 certified
  • ✓ Data-minimal presence detection without movement profiles
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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.

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Office Insights

Desk Sharing Experiences, Problems & Solutions

Desk sharing boosts collaboration and cuts costs when staff shape plans, right ratios are set, and smart tech smooths the experience.

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Desk Sharing Experiences of Companies and Employees

You are considering whether desk sharing makes sense for your company? Then take an honest look at what happens when employees lose their fixed desk. The largest German-language study on this topic brings sobering figures to light: only 25 % of employees prefer shared workstations, while half would rather return to a fixed desk.

The DGUV survey with 1,996 participants is the first scientifically sound analysis of psychological stress factors in desk sharing in the German-speaking world. The results reveal a gap between what companies hope for and what their employees actually experience.

In parallel, companies such as Siemens Munich demonstrably save €550,000 per year with their desk-sharing concept. Reality lies between these extremes—complex and heavily dependent on how you implement it.

Descriptive Studies on Desk Sharing Experiences

The DGUV study marks a turning point in the desk-sharing debate. For the first time, psychological stress factors were examined systematically, and the results dispel some myths. While 60 % of employees are predominantly satisfied with the system, that also means 40 % have had problematic desk sharing experiences.

Especially interesting are the productivity data: 30 % report negative effects on their performance. The main disruptive factor is other people constantly walking through the office. One quarter of respondents experience this distraction daily.

Tip: At the end of the article you will find measures to avoid these and other problems in desk sharing.

The health balance shows a similar pattern: while 60 % see no change, 25 % suffer negative health effects. Particularly problematic: one third are fundamentally bothered by not having their own fixed workspace.

Even more dramatic are the findings from Harvard. Using sensor technology, researchers measured what really happens when companies switch to open-office concepts: face-to-face communication drops by up to 70 %, while email traffic rises by 22 % to 50 % to compensate—the opposite of what companies hope for.

Desk Sharing Experiences of Companies

Siemens ICN Munich is considered a reference case for successful implementation. With a desk-sharing ratio of 55:100, i.e., 110 workstations for 200 employees, the company achieves savings of €550,000 per year, projected to €1.1 million after five years. Branch manager Günter Dependahl emphasizes an important point: creating an attractive working environment in return was critical.

The Krones AG chose a different path and used the Corona pandemic for a gradual rollout. Redesigning the office space created attractive workplaces and retreats. The machinery manufacturer integrated booking software with “Favourite-Spot” functions so employees can reserve preferred desks.

But there is also a dark side: over 50 % of employees had no say in the introduction. The DGUV study shows that this leads to significantly worse satisfaction, health, and performance. In 30 % of companies, managers are excluded from desk sharing—a signal that undermines the concept’s credibility among staff.

Desk Sharing Experiences of Employees

Beyond HR wishes and corporate studies, a different picture emerges when you look at authentic employee voices. The most common complaints in ongoing desk sharing operations are time loss due to daily seat hunting, loss of personal workplace identity, and stress in the search for a workstation.

The practical problems dominate everyday work: “The effort of first finding a free desk each day, connecting the technology, and setting up the workspace is greater than with a fixed desk,” employees report. Twenty percent need four minutes or more every day just to search for and reserve a seat.

Territorial behavior plays a greater role than expected. Occupational psychologist Prof. Wilhelm Glaser from the University of Tübingen explains:

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43 % feel pressured to secure a good workstation, while 44 % feel more anonymous in the company.

There are, however, also positive desk sharing experiences, especially from younger, digitally-savvy employees: new contacts, interdisciplinary exchange, and variety in everyday work.

Technical Implementation of Desk Sharing: Experiences and Hidden Costs

Technical implementation often proves more costly and complex than originally calculated. For 100 fully equipped workstations, total investment costs amount to between €145,000 and €310,000, with booking software alone costing €2,400–6,000 per year.

Smart-locker systems for personal items add another €30,000–60,000 for 100 workstations. IT challenges include increased support effort due to changing users, complex software licensing for shared desks, and high demands on WLAN capacity.

Hygiene standards require daily basic cleaning and weekly deep cleaning, adding operating costs of €8,000–15,000 per year. These costs are often underestimated—or completely forgotten—in profitability calculations.

Where Desk Sharing Reaches Its Limits

Works councils sometimes offer legal resistance to desk-sharing implementations. The regional labor courts (LAG) of Düsseldorf and Baden-Württemberg confirmed co-determination rights, especially regarding rules on personal items and health protection.

Certain workplaces are unsuitable for desk sharing:

  • Video editing stations with high-performance workstations
  • Laboratory workplaces with calibrated measuring devices in the pharmaceutical or automotive industries
  • CAD workplaces with specialized graphics tablets in design engineering
  • Workstations with multi-monitor setups for financial analysis or trading
  • Corporate areas with confidential data such as patent departments or HR offices
  • Traditional manufacturing industries
  • Activities with strict hygiene regulations such as food processing or clean rooms

Failed desk-sharing implementations typically result from employee resistance, technical problems with booking systems, unresolved hygiene issues, and productivity losses that outweigh cost savings. Long-term consequences are increasingly visible: chronic stress due to daily uncertainty, social isolation despite physical proximity, and identity loss due to lack of spatial anchoring.

Positive Desk Sharing Experiences: Implementing the Concept Correctly

Successful desk-sharing rollouts consistently follow clear patterns: early employee involvement (currently only 30 % receive this), transparent communication, and comprehensive change-management programs. Siemens’ eight-month planning process with intensive communication is regarded as best practice.

Equal treatment of all hierarchy levels is critical here. Siemens’ role-model function through second-level management creates credibility among staff. The technical infrastructure must guarantee 99.5 % uptime, and booking systems must require a maximum of three clicks to reserve.

Tip: PULT even works without a click. Here you can find more about PULT Presence.

Spatial quality functions as an important “return” for the savings the company makes: high-quality, ergonomic workplaces; various zones such as quiet concentration areas with privacy screens, open collaboration zones with whiteboards and presentation technology, and lounge areas for conversations; and sufficient retreats for focused work.

50 % of employees currently have suitable retreats, which, however, correlate significantly with higher satisfaction.

The optimal desk-sharing ratio lies between 0.67 and 0.83—i.e., 67 to 83 workstations per 100 employees. This ratio depends on the remote-work rate and travel activity. Ratios that are too low lead to stress caused by seat shortages.

How to Avoid Negative Desk Sharing Experiences

Studies clearly show where the problematic experiences with desk sharing lie. From these findings, measures can be derived to create a better desk-sharing experience in your company:

Problem #1: 25 % experience daily distractions, mainly from people walking past.
Solution: Plan defined walkways away from workstations and create quiet zones with privacy screens for focused work. Routing can be deliberately guided with room dividers and large plants, sparing employees from distractions.

Problem #2: 50 % of employees have no say in the rollout.
Solution: Conduct the planning process with regular employee surveys, workshops, and pilot phases. Siemens shows that intensive communication is a key factor for success.

Problem #3: 30 % of companies exclude managers from desk sharing.
Solution: Introduce desk sharing across all hierarchy levels. Management must lead by example to create the necessary credibility.

Problem #4: 20 % need more than four minutes daily to find a seat.
Solution: Implement a truly intuitive booking system with a maximum of three clicks to reserve, with filter options so employees can quickly find the right place.

Problem #5: 43 % feel pressured to find a good workstation and/or have to book very far in advance.
Solution: Keep the desk-sharing ratio at 0.67–0.83 (67–83 workstations per 100 employees) and plan buffer capacity.

Problem #6: 44 % feel more anonymous due to desk sharing.
Solution: Deliberately create encounter zones such as lounge areas and plan regular team events to maintain and foster social cohesion.

Problem #7: 33 % are fundamentally bothered by not having a fixed desk.
Solution: Offer “value in return” through high-quality, ergonomic workstations and various work zones. Invest in spatial quality.

Problem #8: Loss of personal workplace identity.
Solution: Provide ample lockers or mobile lockable pedestals and allow limited personalization of workstations.

Problem #9: 25 % suffer negative health effects.
Solution: Ensure ergonomic workstations with height-adjustable desks, good lighting, and noise protection. Plan sufficient retreats.

Problem #10: Technical problems and increased support effort.
Solution: Guarantee 99.5 % uptime of IT infrastructure, plan sufficient WLAN capacity, and train IT support for the specific requirements of desk sharing.

Ensuring a Positive Desk Sharing Experience with Software

Many of the issues mentioned can be avoided by choosing the right software. In its desk-booking software, PULT addresses desk-sharing challenges: zero-click booking via WiFi eliminates daily seat hunting—employees automatically check in when their smartphone connects to the office WiFi.

The software integrates directly into existing tools such as Slack, Microsoft Teams, or Outlook, so no additional software needs to be learned. Filter functions for equipment (standing desks, monitors, docking stations) and the display of colleague locations encourage conscious seat selection instead of random desk hunting.

Through detailed office analytics and real-time occupancy data, you as a decision-maker can make evidence-based capacity decisions and optimally adjust the desk-sharing ratio. Over 1,000 companies already use PULT successfully—from start-ups to corporations such as Fielmann or Urban Sports Club.

Tip: Here you can find our customers’ experiences.

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Desk Sharing Experiences – Frequently Asked Questions and Answers