There are times when the fatigue of team members noticeably accumulates, and the organization's atmosphere feels like it needs a breath of fresh air.
However, there are concerns about work gaps when discussing break times, and there are moments when it feels insufficient to continue working while recovering.
The person in charge at SK affiliates also recalled the option of "workcation" rather than traditional workshops amid such concerns.
This was because a simple refreshment was not enough; a way to maintain the flow of work while allowing the organization to catch its breath was needed.
In this interview, we share the experience of the SK affiliate representative about why a workcation was chosen among numerous refresh methods and what aspects were considered critically.
Creating a Workcation Feasible at the Enterprise Level
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💼 Company Type: Large Company Affiliate
👥 Target Audience: About 600 people
✅ Purpose of Operation: Refresh and Enhance Teamwork
1. What was the situation before the DearMonday Workcation was introduced? What was the background for introducing it?
The starting point for the company's decision to implement an enterprise-wide workcation was an awareness of issues regarding member refreshment.
They had been supporting travel for team members through an enterprise outing program, but realized that the accumulated fatigue at the point when a large project was completed would not be resolved by a simple "trip."
In fact, not only the voices of the members but also the CEO had shared the consensus that "it would be great if the members could refresh."
The reason why workcation was selected was clear. They wanted to avoid the "fun outing" image of a company workshop and needed a compromise that could provide refreshment while maintaining the rhythm of work.
Considering external perceptions as well, they believed that a method of "designing work and rest together" would be more convincing for the organization than completely stepping away from work.
As a result, workcation that allows for continuity of work while fostering recharge emerged as the optimal alternative.
2. Since refreshment was the priority, was there a reason for incorporating team building as well?
The core of the planning was "refreshment first," but they did not limit refreshment to mere relaxation.
They determined that experiences that allow members to naturally connect and recover were needed rather than having them rest separately.
Thus, team building elements were included in the workcation. They avoided the method of including many programs like a corporate workshop but added minimal devices that would facilitate natural exchanges among members.
This was a choice aimed at reducing the risk of it being perceived as "an outing event" while also yielding effects in relationship recovery at the organizational level.
3. What were the biggest challenges faced while preparing the workcation, and how were they resolved?
The biggest obstacle in preparing a workcation for about 600 people at an enterprise level was the search for locations and validation.
There were many factors to consider, such as the region, accommodation capacity, work environment, and movement routes, and it was impractical to review them all with internal personnel alone.
At this point, DearMonday solved the problem all at once. By utilizing DearMonday's nationwide network of branches, the location selection issue could be resolved without needing to check each accommodation and office individually.
From the perspective of the person in charge, all the necessary decision-making information was provided at once, and
it significantly reduced the burden of the preparation process. If they had individually contacted accommodations and checked offices, it would not have been easy.
4. What criteria were considered most important while preparing the workcation?
The most important aspect considered was whether it was a structure that the person in charge could conveniently run.
Since it was being conducted at an enterprise level, tasks like managing reservations and settlements, which involved a lot of work, were the biggest burden, and hence whether it could be operated turnkey from start to finish was a primary consideration,
and whether the process would be systematically managed through a platform was also prioritized.
Another consideration was the overall quality and stability of the accommodations and offices. Since these were spaces for the members to stay, issues with facilities should not arise, and the movement routes between accommodations and offices should also be reasonable.
Finally, they placed importance on customer service and operational communication.
Since workcations are bound to have variables, it was essential to find a partner capable of not just providing services but also engaging in consideration and rapid communication throughout the operational process.
5. What changes were observed among participants after the workcation?
The feedback from participants after the workcation was positive. It wasn't just a simple "I had a good rest" but rather meaningful feedback was received.
"Escaping from the usual working environment significantly increased my focus and concentration on work, and the space integrated with nature during working hours allowed for refreshment effects."
"It was the first time being together outside of work hours for such a long time with my team members, and it was a time to get to know each other better as individuals."
"Teams that usually struggled to gather in one place due to external or on-site work were able to spend time together smiling faces for a change."
"I hope this doesn't become a one-time program but instead operates as a regular program."
Especially the shared experiences as a team cultivated a sense of community and connection that are difficult to achieve through personal vacations.
The results of the workcation do not manifest immediately in short-term metrics.
However, qualitative changes in organizational atmosphere and recovery speed were confirmed through feedback and photos received from members.
The experience of "after working hard, the organization facilitated a break" left a sense of trust among members, which was accumulated as an asset at the level of organizational culture.
6. When there are concerns about organizational culture or employee fatigue, how can workcation be a solution?
I believe a workcation isn't a one-time benefit chosen only in specific situations, but rather a practical alternative for managing employee fatigue, refreshing the organizational atmosphere, and balancing work and rest in HR considerations.
Because it operates on the premise of work, it can proceed without missing work even during busy periods, which is a significant advantage in persuading leadership.
More than just a "leisurely workshop," maintaining continuity of work while providing clear refreshment for members feels like a win-win situation for both the company and employees.
Furthermore, designing schedules according to local characteristics by team naturally led to team building and revitalization of the organizational atmosphere.
I believe the ability for each team to craft experiences in ways suited to their situation is also a strong point of the workcation.
However, from the perspective of the business manager, considerations need to be made on how much autonomy to grant to members.
Clear criteria that align with company circumstances must be established regarding operating hours and spending guidelines, and I believe that sufficient prior consideration must be given to activities that take place outside the company.
7. What kind of partner was DearMonday in preparing the workcation?
I consider DearMonday to be another organizational culture officer. While planning the enterprise-wide workcation, there were many aspects, including balancing refreshment and work, responding to member reactions, and convincing leadership, that I had to determine alone, and DearMonday shared those concerns with me.
They didn't just suggest locations but engaged in figuring out what workcation methods would suit our organization, allowing me to focus on the role of designing experiences.
So for me, DearMonday is a partner that designs the balance of work and rest together.
Conclusion of the Interview
- Changes left in the organization after implementing the workcation
Discussing refreshment at an enterprise-scale workcation is not simply about choosing a good program. It needed to maintain the flow of work while creating time for recovery and should be feasible with minimized operational burdens.
During the process of preparing the workcation for SK affiliates, DearMonday prioritized operational stability suitable for the enterprise scale and efficiency in decision-making.
They were attentive to validating locations based on the nationwide network and simplifying the reservation and settlement structure to reduce the burden on the person in charge.
Thanks to this, the person in charge was able to focus on "what experience to design" rather than chasing after detailed operations.
What remained for the members after the workcation was not a temporary mood shift in an unfamiliar space.
The experience of the organization allowing for time to recover without halting work naturally led to an increase in trust regarding organizational culture.
Attempting to find balance at an enterprise scale is never a light task.
Nevertheless, this workcation was a case of effectively implementing work-rest balance in a feasible way.
For organizations with numerous conditions and constraints, actionable structures become even more important. The choice made by the SK affiliate demonstrated this realistic potential.