然而,不断调整座位也会产生问题。巴萨德称,让员工从一张办公桌搬到另一张办公桌会让他们感觉无力控制环境。一些调换座位的实验还会遭到激烈反对。
For about four years, employees at HubSpot Inc., a marketing-software company based in Cambridge, Mass., switched seats randomly every three months. The seating strategy was meant to reflect the lack of hierarchy at the company, which it says was especially helpful in recruiting Millennials. Eventually, the company added some structure to the arrangement, splitting workers into loud and quiet groups.
总部位于马萨诸塞州剑桥(Cambridge)的HubSpot Inc.是一家营销软件开发公司,该公司在四年左右的时间里每三个月随机调整一次座位。采用这种排座策略的用意是反映公司没有等级之分,该公司称,这对招聘千禧世代特别有帮助。该公司最终在安排中加入了一些系统性因素,将员工分成爱说话群体和不爱说话群体。
But when HubSpot decided to group its executives in one part of the office, the employee feedback was negative. The executives felt more efficient and liked being able to chat without having to arrange formal meetings, but the employees felt the higher-ups were too far removed. The setup was reversed after six months.
但当HubSpot决定让高管集中坐到办公室的一处区域时,员工给出的反馈却是负面的。高管们感觉这样坐效率更高,他们还喜欢无须安排正式会议就能随意聊天,但员工们觉得上司们高高在上。该公司在六个月后取消了该安排。
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