Desk sharing refers to a workspace model in which employees no longer have a fixed desk but instead share workspaces flexibly. The concept is primarily used in organisations that employ hybrid working models or whose staff are not in the office every day. The aim is to make more efficient use of space – however, desk sharing only works with clear rules and a well-thought-out organisational structure.
Desk sharing works well when attendance can be planned, there are sufficient workspaces available, clear booking and usage rules are in place, and tidiness is consistently maintained. Without structure, the model quickly leads to dissatisfaction and conflicts.
With desk sharing, there are no permanently allocated individual workstations. Employees choose a free desk – depending on their attendance – or book one in advance.
Typical features:
flexible use rather than a fixed workstation
changing neighbours
digital or manual booking systems
‘clean desk’ principle at the end of the day
Desk sharing is an internal organisational model within a company and is therefore clearly distinct from co-working or externally shared office spaces.
The main reason is economic: in many companies, workstations are not occupied every day. Particularly in hybrid working models, often only 50–70 per cent of staff are in the office at any one time.
Desk sharing enables:
a reduction in space costs
better utilisation of existing office space
flexible adaptation to growth or downsizing
a modern, dynamic working culture
This enables companies to use office space more efficiently without having to move or expand their premises straight away.
The model offers several advantages – provided it is implemented effectively.
Efficient use of space: Workstations are not paid for when they are empty. Office space is adjusted more realistically to actual attendance.
Flexibility for staff: depending on the task, staff can choose a workspace that suits the task at hand – such as a quiet area or a spot close to the team.
Promotion of cross-departmental contacts: Changing seating arrangements encourage interaction and informal communication.
A modern working environment: Desk sharing signals flexibility and adaptability – particularly in conjunction with hybrid working models.
However, desk sharing also presents challenges.
Lack of a sense of belonging: A fixed workstation fosters a sense of identification. Without a personal space, a feeling of being interchangeable can arise.
Organisational effort: Booking systems, capacity planning and clear rules are absolutely essential.
Conflicts during periods of high demand: If there are too few workstations available, frustration arises.
Tidiness issues: Without a consistent ‘clean desk’ policy, spaces can quickly become chaotic.
Data protection and confidentiality: Documents must not be left lying around in plain sight.
Desk sharing is not a sure-fire success. It requires discipline and clear leadership.
For desk sharing to work in the office, binding rules are essential.
Adequate number of workstations: The number of workstations should be calculated realistically. Reducing them too drastically leads to bottlenecks.
Transparent booking system: Digital booking systems ensure predictability. Spontaneous ‘towel reservations’ should be avoided.
Clean-desk policy: Workstations must be cleared at the end of the day. Personal belongings should be stored in lockers.
Clear zoning: Quiet work areas and communication zones should be clearly defined.
Reliable IT infrastructure: Every workstation must be ready for immediate use – power, network and technology must all function consistently.
Regular evaluation: Desk sharing should be reviewed and adjusted on a regular basis.
Desk sharing is changing the way we think about the office. It is seen less as a personal possession and more as a functional place of work.
Companies should therefore:
ensure transparent communication
involve staff at an early stage
take concerns seriously
define clear points of contact
Acceptance will only be achieved if the model is justified in a comprehensible manner.
Desk sharing is particularly suitable for:
Companies with hybrid working models
project-based teams
Organisations with fluctuating staff numbers
growing or dynamic structures
The model is less suitable for areas with equipment closely tied to specific individuals or work that is permanently confidential.
Desk sharing is not the same as office sharing. Whilst office sharing often involves entire spaces being shared between companies, desk sharing relates exclusively to the internal organisation of workspaces.
Coworking also differs significantly: in this context, different companies share open-plan spaces. With desk sharing, the organisation remains internal and company-specific.
This clear distinction prevents any overlap in scope with other working models.
In practice, similar problems often arise:
excessive reduction in area
a lack of communication
no lockers
unclear rules
lack of leadership
Desk sharing must not be introduced purely as a cost-saving measure, but must be supported by appropriate organisational measures.
Not every company wishes to organise desk sharing entirely in-house. External, flexible workspaces can be a viable alternative, particularly where staff attendance varies or where space is required on a project-by-project basis.
The COLLECTION Business Centre offers flexible workspaces and professional facilities. This enables companies to supplement their desk-sharing models or cope with temporary bottlenecks without having to rent additional space of their own in the long term.
This creates a flexible framework that supports internal desk-sharing schemes without increasing organisational complexity.
A shared office is not automatically a co-working space, nor is it a traditional office-sharing arrangement. Whilst co-working often relies on open-plan spaces and flexible daily use, and office sharing focuses more on shared workstations within a single company, a shared office consists of clearly distinct, independent companies that share premises.
The organisational burden here lies more heavily with the parties involved themselves – particularly with regard to the tenancy agreement, cost allocation and liability issues.
Conclusion
Desk sharing is an efficient workplace model for companies with flexible working structures. It enables better use of space, encourages interaction and reduces costs. At the same time, it requires clear rules, transparent communication and a robust infrastructure.
Only when organisation, technology and corporate culture work in harmony does desk sharing evolve from a cost-saving measure into a functioning working model. In combination with professional business centre facilities such as the COLLECTION Business Centre, additional flexibility can be created without overburdening the internal organisation.