‘Hushed Hybrid’ working: Why HR needs to act fast!

Up to 70% of companies with flexible work schedules are planning to increase the days employees must work in the office by 2025. However, with many major companies – including Disney, Apple, Google, and Zoom – issuing ‘Return To Office’ (RTO) mandates this year, there has been a significant rise in the latest ‘quiet’ rebellion … ‘hushed hybrid’ working.

‘Hushed hybrid’ working is when, contrary to company policy, managers quietly allow some employees to work from home or work flexibly. According to a survey by Owl Labs, 70% of managers have allowed team members to work from home despite an official company policy mandating otherwise.

The rise in this trend signifies a strong disconnect between executives and middle managers that could result in unwanted ripple effects if this gap were to widen.

As first point of contact between employees and the wider organization, it’s important that middle managers feel able to communicate employee feedback to the company’s leadership. However, the rise of this trend suggests that many middle managers believe senior leaders are not prepared to listen to employee’s views on hybrid work, preferring instead to stand behind their RTO mandates.

But whilst ‘hushed hybrid’ working may provide middle managers and their teams with a convenient workaround, it is an ultimately unsustainable solution that could damage the wider culture of the organization.

For one thing, managers letting some if their team quietly work from home whilst others are required to come into the office will inevitably create tension between employees. Pair this with the element of secrecy that is rooted in ‘hushed hybrid’, and you create a recipe that could result in a workplace culture which becomes ‘toxic’.

In addition to this, ‘hushed hybrid’ also plays a role in the widening the gap between policy and practice, which should be a huge ‘red flag’ for HR as, if RTO policies are not being followed by managers, it raises alarms of what other policies are being flouted or simply ignored.

All of this risks a collapse of trust across the organization.

Instead, middle managers need to feel that they can openly and honestly communicate with their leaders to give feedback on policies that don’t seem to be working well.

We have all seen the problems with the rise of these ‘quiet’ trends since the pandemic ended, so it’s important for employers to break the cycle of these hushed practices by fostering a culture of openness and honesty so that they can enhance their workplace culture and become an employer of choice.

If you would like to discuss how we can help coach your leaders in communication, as well as foster a culture of openness in your workplace, please get in touch with us today, or book in an hour with one of our experienced HR practitioners through our confidential online consultation service OrgShakers CL!CK.