You’ve started a new job and you’re told you have to work in the office full-time. But after a while, you notice that some of your colleagues work from home several days a week — even though the “official” line is no home-working.
According to a survey by Owl Labs, 70% of UK managers have allowed team members to work from home, despite an official company policy mandating otherwise. The phenomenon has given rise to a new term — “hushed hybrid”.
Flexibility is now the most sought-after requirement from a job, other than pay. About four million workers in the UK have changed careers due to a lack of flexibility at work, and for many, flexible work is even more important than a pay rise. In contrast, an increasing number of employers are asking people to return to their offices.
Research suggests the majority (87%) of workers agree that an “unofficial” and more flexible return-to-office policy boosts team morale. However, problems can arise when a hushed hybrid approach means some workers are allowed more flexibility than others.
“If employees are required to work in the office and discover that their colleagues are permitted to work remotely, it could create a perception of favouritism or that certain employees are provided an unfair advantage or perk,” says Jasmine Escalera, a career expert for Live Career.
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“These discrepancies or policy breaches can make employees feel discriminated against, especially if they don’t understand or are not provided the rationale for the decision,” she says.
This could lead to low morale, resentment, disengagement from work, and ultimately, people quitting to find the flexibility they need elsewhere. It could also lead to some tensions and disputes, with workers seeking legal action for discrimination, too.
“Managers engaging in the hushed hybrid phenomenon could put their company at great risk, potentially eroding the company culture by inadvertently undermining the need for equitable treatment of all employees,” Escalera adds.
Additionally, managers who allow certain employees to work remotely without following company policies might find themselves in a difficult situation.
“They could open themselves and their employees up to potential repercussions, including disciplinary action. Managers are responsible for upholding company standards and ensuring all employees are treated fairly and by established guidelines,” says Escalera.
The hushed hybrid trend appears to be a reaction to the increasing popularity of return-to-office mandates set by employers. Team leaders may recognise that workers need flexibility to do their jobs — and therefore allow them to work around the official rules.
“Although hushed hybrid is not condoned, it is essential to understand why managers and companies might want to provide certain employees with remote work options due to their unique personal circumstances,” says Escalera.
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“Remote work options are important for individuals who require flexibility to maintain their productivity and work-life balance, such as caregivers or those managing health concerns,” she adds.
“However, this should not be implemented through a hushed hybrid approach. There should be clear communication within the company and team that allows work from home where possible and considering certain situations.”
This approach allows managers and companies to recognise that employees have responsibilities outside of work that require flexibility. If managers realise that employees require flexibility, they should speak to upper management and advocate for a company-wide adoption of flexible working.
“Providing remote work to particular employees can be especially important for certain groups like women and caregivers who often feel the need to pull back in their careers to juggle personal needs,” says Escalera.
“By accommodating an employee in this way, managers and companies can support a more diverse and inclusive team, allowing for potential career advancement without sacrificing personal commitments.”
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