Royce Consulting Group

The Royce Consulting group operates in over 60 countries and their managers are typically assigned to long term contracts out of the local area, and therefore not in the office the majority of their time. Typically employees are hired in at the entry level and are promoted to management status. Being promoted to manager also gives the individual their own office space, which is seen as a very important part of the promotion. The managers at Royce Consulting are resistant to moving to a hoteling office space for several reasons. First, the biggest reason is a status symbol of being a manager. Many workers strive to become a manager and the symbol of being a manager is a dedicated office space. Having a dedicated office with your name on it is an exclusive right, a reward they are given. Additionally, there are many logistic challenges with the hoteling. There isn’t an opportunity to have personal belongings in office space if it’s temporary. This would include personal pictures, memorabilia, as well as office files and books. One manager specifically stated he wouldn’t come into the office as much if the hoteling of office space was implemented. Ultimately, the managers are not seeing a financial impact from the hoteling option; however they are impacted because they are inconvenienced and taken away something valuable to them.

At KeyBank, the office hoteling concept was implemented with employees required to work from home 2 -3 days a week. While some were excited about the prospect of working from home, the level of comradery and communication diminished leading to lower productivity levels. The resistance of the employees could lead to employees being unmotivated and even affecting their level of productivity.

The organization culture is strong, stable, and client focused with a strong sense of camaraderie amongst all employees in the company. The employees work hard with a high level of commitment and dedication to the company. Additionally, there is a strong sense of status symbol when an employee is promoted to manager and they receive a dedicate office. The hotel system will require the managers to support this decision and cooperation of the employees.

The partners developed a culture based on devotion and a sense of dedication to the organization. When interviewed, the managers stated that even though they are not in agreement with the decision for hoteling, they would support the partners decision as they have done in the past. Previous decisions the partners have made are always supported by the managers and employees showing dedication that is not typically found. This is a good basis for supporting the controversial decision of hoteling.

There is extensive training on culture and methodology in the organization and is expressed to all new employees. The consulting firm has a culture of high performance, strong involvement with their job and professionalism with their