Hushed hybrid working is a growing post-Covid trend where managers quietly allow employees to work remotely, despite official company policies requiring them to be in the office. With increasing return-to-office mandates, this discretion by managers has created a new HR buzzphrase: Hushed Hybrid. But what does it mean for leaders?
More on Hushed Hybrid
It’s covert. Sometimes unspoken.
It’s also born out of the chaos of companies changing their office attendance policies or failing to establish clear flexible working approaches.
The Metropolitan Police now require civilian staff to work at least three days a week in the office. WPP is tightening hybrid working rules, mandating employees to be in the office four days a week starting in April. BT has introduced a “three together, two wherever” approach, requiring 50,000 office-based employees to work three days a week in the office. JPMorgan is reportedly ending remote work for over 300,000 employees (Forbes, January 2025).
But will these policies be undermined from within?
A recent study by Owl Labs revealed that 70% of UK managers have allowed team members to work remotely, even when company policy explicitly prohibits it.
This trend reflects a subtle resistance to rigid in-office expectations and highlights the growing demand for workplace flexibility.
Implications of Hushed Hybrid
Pros:
Increased employee satisfaction and retention. Who doesn’t like their manager trusting them?
Improved work-life balance for some employees.
Potential for increased productivity in certain roles.
Cons:
Conflict across teams, as lack of consistency and transparency can lead to mistrust and inequality.
Erosion of team cohesion and communication challenges.
Potential legal and disciplinary risks for managers.
Creation of a two-tier workforce, breeding resentment.
Undermining of company policies and culture.
The impact on workplace culture
Hushed hybrid working may boost morale for those granted flexibility, but it can create division and resentment among staff who are not given the same privileges.
It may also send a signal that company policies are not important, potentially leading to disengaged employees.
Today (9th Jan, 2025), the BSI is launching research into how young people are affected by hybrid working, exploring its impact on their career progression, well-being, and wider experiences, both short and long-term.
What’s clear is that some line managers have already made their conclusions and are quietly taking matters into their own hands by turning a blind eye to office attendance. --------------- About us We build leaders and high-performing teams for the changing world of work. Explore our training. Get the latest leadership, workplace and career news and support in our free, monthly Leader's Briefing.