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Hushed hybrid is the latest trend that could impede a successful return-to-the-office strategy. What is hushed hybrid (or hushed remote)? It’s when managers overrule, dismiss or choose to not enforce the company’s return-to-office policies. In short, some managers make their own rules about when their teams can work from home, making alternative in-office practices more flexible. 

What can it hurt? 

Hushed hybrid may seem harmless to the manager, but actively going against the company’s set policies negatively affects the organization’s culture and can erode employees’ overall trust in leadership. When managers and staff do not follow set policies, making their own rules, they are misaligned with the current standards set by leadership. 

When set policies are left to interpretation, managers and staff can think the same of all policies, even making compliance issues optional.

When policies are not followed, they can create a chaotic corporate environment and instability. Moreover, corporate policies may seem to be mere suggestions, indicating a general lack of accountability.  

Conflict among staff is another consequence of hushed hybrid. When a hybrid policy is set for the entire organization, but some teams practice a hushed hybrid schedule, it is unfair to those following the rules.

Employees complying with the policies may also prefer to have a more flexible schedule but instead abide by the guidelines set forth by the company that their managers follow and enforce. This casual approach to implementing the hybrid policy can fracture company morale. 

Conflict and disengagement come to a head when employees know leadership is ignoring this behavior and not enforcing policies.

Additionally, when policies are unfairly enforced, retention efforts are weakened. Employees want to work for an employer who treats them fairly. 

Why are managers going against policy? 

Managers may oppose hybrid policies for several reasons. Some may oppose the policy simply because they want to avoid the conflict associated with enforcing the policy. Some may seek popularity or want approval from their team, whereas others may not agree with the policy itself. Each scenario has the potential to be detrimental to the organizational culture.  

Another reason to consider is managers’ lack of knowledge or training. Managers, especially frontline managers, carry a large load. They are responsible for their team’s work, maintaining personal connections and check-ins with each person on their team, helping with development and career pathing, and reporting to leadership, all while managing their own workload. 

Managers practicing hushed-hybrid scheduling may not be fully aware of the policy and its potential consequences. A more flexible work schedule may work well for a specific team’s dynamics, and a remote environment may not impact their productivity. 

So what can businesses do?

At the most basic level, new policies should be written, but they should also include information detailing the consequences for noncompliance. Transparent policies for remote and hybrid options are paramount today. 

Because we have spent years working remotely or on a hybrid schedule, employers must define why they are incorporating change before they mandate a return to the office and/or change existing hybrid policies. Then leadership must clearly communicate to employees why they are required to come into the office. When employees see, for example, in-person days reserved for meetings and interdepartmental collaboration while, in contrast, the days they work from home are reserved for more focused or independent work, it is a policy workers understand, accept and support. 

The missing piece to the hybrid work puzzle is many times communication and training from leadership. It is best practice to provide managers with training and tools to converse with their team members about the policy, including navigating the more uncomfortable conversations. Managers appreciate the guidance and support upon the rollout of any new policy. 

When a policy is implemented, it is imperative that it is clearly communicated and endorsed at every level of the organization. Emphasizing the importance of following the policy and the implications for the organization if it is not fairly implemented is vital in this process. 

How to train and trust

Managers need autonomy. They were put into their current position for a reason, and they should have the latitude to make decisions for the good of their team. However, managers should embody the company’s mission, vision and values, which include compliance with set organizational policies. Managers should have autonomy but must also follow the rules like everyone else in the organization, top to bottom, remaining mindful of the needs of the broader organization and not only those of their team. 

Some managers may not intentionally implement a hushed hybrid schedule. However, those who are willing to go against company policy to appease a few team members can negatively impact employee morale, which is hard-won. Know your why, clearly communicate the policy, train management on how to implement the policy and watch your return-to-office strategy flourish. 

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