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Posted: Tue Dec 17, 2024 5:28 am
For example, offer the possibility to reserve a workplace on a Wednesday in combination with a free parking space and a spot in the canteen. And charge parking costs on Thursday to employees who live nearby, while you reward them if they come by bike that day.
This allows you to manage:
Who works at home or at the office, when and how often
How often do colleagues, teams or managers meet to collaborate or meet?
Who comes by car and who by bicycle
What the office and other facilities are used for
I was involved in a case for a MUMC+ . On peak days, the crowds were so great that patients and visitors had difficulty finding a parking space. They solved this by, for example, charging parking fees to employees who live nearby and rewarding employees who came by bike or public transport. The introduction of a smart mix of measures led to a 40% reduction in the number of parkers on peak days.
Once you have the knobs to turn, it will take time to learn to steer. Steering on working from home and using facilities will be a path of trial and error for many organizations. But the rewards are considerable.
At the moment, you need to take measures to limit the influx. This is a good reason to get started. It offers the required flexibility to be able to respond to the unpredictable developments of this time (is there going to be a second wave?) and there is time to gain experience with steering. In the longer term, you as an employer will be ready for a future with more working from home.
Never waste a good crisis
This article is a call to employers: netherlands telegram data replace the horse remedies with a smart alternative. Make the demand for workplaces and other facilities manageable and gain experience with this.
Start with some agreements and policies. The rules mentioned here as an example can help as inspiration. Agree a first set of rules internally and get started. When designing the first set of rules, ask yourself which challenges of working from home you want to solve. Try not to go for perfection but for a good first step.
Implement the policy, and keep communicating about it. Then keep your finger on the pulse, and start measuring the extent to which your goals are being achieved. Adjust your plan, in small steps, and measure it again.
This way, you gradually gain experience in steering on collaboration and involvement in a time when we are shaping the new role of working from home. And in the meantime, you make your organization agile for the whims of the virus and prepare the organization for the new normal. With savings as a bonus.
This allows you to manage:
Who works at home or at the office, when and how often
How often do colleagues, teams or managers meet to collaborate or meet?
Who comes by car and who by bicycle
What the office and other facilities are used for
I was involved in a case for a MUMC+ . On peak days, the crowds were so great that patients and visitors had difficulty finding a parking space. They solved this by, for example, charging parking fees to employees who live nearby and rewarding employees who came by bike or public transport. The introduction of a smart mix of measures led to a 40% reduction in the number of parkers on peak days.
Once you have the knobs to turn, it will take time to learn to steer. Steering on working from home and using facilities will be a path of trial and error for many organizations. But the rewards are considerable.
At the moment, you need to take measures to limit the influx. This is a good reason to get started. It offers the required flexibility to be able to respond to the unpredictable developments of this time (is there going to be a second wave?) and there is time to gain experience with steering. In the longer term, you as an employer will be ready for a future with more working from home.
Never waste a good crisis
This article is a call to employers: netherlands telegram data replace the horse remedies with a smart alternative. Make the demand for workplaces and other facilities manageable and gain experience with this.
Start with some agreements and policies. The rules mentioned here as an example can help as inspiration. Agree a first set of rules internally and get started. When designing the first set of rules, ask yourself which challenges of working from home you want to solve. Try not to go for perfection but for a good first step.
Implement the policy, and keep communicating about it. Then keep your finger on the pulse, and start measuring the extent to which your goals are being achieved. Adjust your plan, in small steps, and measure it again.
This way, you gradually gain experience in steering on collaboration and involvement in a time when we are shaping the new role of working from home. And in the meantime, you make your organization agile for the whims of the virus and prepare the organization for the new normal. With savings as a bonus.