The rise of the ‘hushed hybrid’ movement
As companies increasingly push for strict return-to-office (RTO) policies, a quiet shift is taking place in some workplaces – where managers are discreetly allowing employees to work remotely, even when it goes against clear corporate instructions. This growing trend, known as the ‘hushed hybrid’ movement, reflects a subtle, yet significant, resistance to rigid in-office expectations.
In this article, Dr. Aaron Taylor, Head of Department for Human Resource Management at Arden University, delves into the complexities of the hushed hybrid trend.
Why managers are quietly bending the rules
We already know there are significant benefits behind flexible working arrangements – but not just for employees. A recent study revealed that employers who allowed employees to work from home two days a week saw 33% lower quit rates – especially for those with longer commutes to the office and for women. They also saw higher job satisfaction and no decline in productivity, underscoring the value of remote work.
But if the senior leadership team have stated their preferences for people to come back into the office, why are managers quietly rebelling or allowing their staff to rebel? It could be as simple as the fact that managers work much more closely with their team and know that their productivity and overall happiness is higher when they are given the option of flexibility.
This raises an important issue that workplaces need to address. Employers need to make sure they are actually balancing the needs of the business against the needs of their employees. If there’s a disconnect in communication between senior leadership and employees, workplaces will become disjointed and fall further from the ideal end-goal of being an employer of choice.
The downfalls of hushed hybrid
When there’s a disconnect in communication in the workplace, it can have detrimental effects – the main one creating a ‘one rule for one, and another rule others’ culture. This will leave some employees – mostly the ones that stick to the rules – feeling less valued and respected and, in turn, less engaged. And when employees feel this way, they are more likely to look elsewhere.
This can also create a hierarchal system, which may result in slower decision-making. This can impact overall bottom-line productivity, creating a strain in manager-employee relationships, burnout amongst employees and department rivalry – if individual goals take precedence over the general company vision.
Resolving conflicts will also become much harder. Hushed hybrid may result in some issues not being fully addressed, which can complicate how teams manage conflict.
All in all, if company culture isn’t explicitly nurtured, and policies regarding work modes are kept hushed or unclear, there’s a risk of creating multiple subcultures within your business. Remote workers may feel disconnected from the core culture, office workers may feel disrespected, and the overall corporate culture may dilute over time, further complicating conflict management.
Why policies matter
Workplace policies ensure everyone is on the same page. If there are certain ‘unspoken rules’, policies can become less enforceable – which may make it harder to keep consistency with work hours, attendance and performance reviews, for example.
For this to work, however, employers need to make sure they’re listening to the needs of employees. If managers are letting their team members secretly work from home, there must be a need for it. If hybrid working isn’t something senior leadership want to offer, that should be clearly communicated while also listing out the reasons why and acknowledging employee concerns.
However, businesses should also consider the benefits of flexible and hybrid working. And if they do want to put a structure in place that allows their staff to flex how they work, a clear policy – that considers the needs of employees – should be put in place.
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