Hushed hybrid is a new ‘work-around’ whereby managers are covertly allowing flexible working arrangements that go against company policy. It’s a rather desperate and dangerous move by managers, who are risking their own careers to keep their employees happy and retain their best talent.
This rising trend is in response to the post-Covid return-to-office (RTO) mandates, which have taken away the freedom and flexibility granted to employees during the pandemic.
Managers: Caught between a rock and an executive suite
Managers are in an impossible position. Their core responsibility is to enable their teams to thrive. They are mindful of the fact that most people have grown accustomed to the flexibility and benefits of remote work and don’t want to return to the office full time. They are also painfully aware of the fact that there is usually a disconnect between executive perceptions and reality on the ground. So, they bend the rules. And they keep it quiet.
While hushed hybrid work might seem like a solution for employee satisfaction, its an epic failure for the movement towards psychological safety and it can create numerous unintended challenges, including:
- Inequity: Brewing resentment as a result of the unfairness experienced among employees who have not been granted the same flexibility
- Erosion of trust: Over time, this will undermine trust between employees and senior leadership, especially as policies are not being applied consistently
- Impact on employer brand: With social media, company culture and policies are no secret. News of hushed hybrid arrangements will spread, creating a perception of a company that is woefully out of touch, inflexible, and distrusting of its employees and their abilities. It will become impossible to attract top talent who value autonomy and flexibility.
Hushed hybrid working isn’t just a management headache, it’s a blow to diversity, equity, and inclusion.
HR’s time to speak up and shape the future
Perhaps most frustrating about this disturbing trend is that the very people who can defuse this ticking timebomb are the ones furthest removed from the blast radius – comfortably ensconced in their ivory towers.
So it falls to us people professionals to leverage our influence and use our change management expertise to challenge and change the outdated beliefs that threaten to drag us back into the previous century. Here’s what we can do:
1. Reframe the narrative: It’s about purpose, not just profits
Work with leadership to clarify your company’s core purpose (their ‘why’ for existing). Then cascade this down, ensuring every team understands their team purpose and their role in achieving the overall company purpose. When we view work through the lens of purpose, it transforms the conversation, shifting the focus from mere profits to meaningful impact. And when we focus on the impact we are seeking to make as a business, we can then talk about how we go about best achieving our goals.
2. Agility is key: Rethink goals and performance
Annual performance reviews are relics of the past and ridiculously ineffective. It’s time to embrace ongoing performance management and to set and monitor goals on a more regular (at least quarterly) basis. Leverage technology to track progress in real-time, giving everyone a clear picture of productivity, actual performance and expectations.
3. Fairness first: Evaluate, benchmark and pay equitably
We might not be able to control hushed hybrid agreements, but we sure can control pay equity and make it a core component of an attractive employer brand. Conduct a thorough job evaluation and salary benchmarking exercise. Pay fairly for the job itself, not the person in it. Not only will this close the gender pay gap and eliminate discriminatory practices in remuneration, it will also contribute to fostering a culture of equality and respect.
4. Recognition: Fuel the fire of engagement
Employees crave appreciation. Make ongoing appreciation and recognition an integral part of your company culture. Celebrate the small wins and the everyday achievements. If we can’t yet guarantee flexible working, at least we can ensure that all our employees feel appreciated.
5. Empower managers: Invest in their development
Line managers are the ones interacting with individual employees on a daily basis. We need to invest in developing their management and leadership skills. Be sure to provide access to training on goal setting, feedback, motivation, and appreciation. When managers feel empowered, confident and supported, the need for hushed arrangements diminishes.
6. Leverage technology to prove the value of flexibility
As with all things in the new world of work, technology is our biggest ally. As people professionals, we need to harness technology not only for automation and data insights. It’s also a tool for listening, recognising, and connecting. Give executives real-time data on performance and productivity, proving ultimately, that flexibility doesn’t equate to a drop in output.
Hushed hybrid: A regression we must address
Hushed hybrid working isn’t just a management headache, it’s a blow to diversity, equity, and inclusion. It risks pushing out women, people with disabilities, and neurodiverse employees. It’s a regression, a step back to an era we thought we’d left behind.
It’s time to decide what kind of future we want to build. It won’t be easy, but it’s necessary. Let’s challenge the fear, address the outdated assumptions and create workplaces where everyone can do their best work, wherever that may be.
