Hushed hybrid, a new “workaround”, is where managers covertly allow flexible working arrangements which go against company policies. Managers are making a desperate and risky move to retain their top talent and keep them happy.
This trend is a response to the return-to-office mandates that were implemented after the Covid pandemic, and which have taken away employees’ freedom and flexibility.
Managers, caught between a rock & an executive suite
Managers find themselves in a difficult position. They have a core responsibility to ensure that their teams thrive. They understand that people are used to remote working and the benefits it offers. Many don’t wish to go back to work full-time. They are painfully aware that executive perceptions often differ from reality. They bend the rules. They keep quiet.
The hushed hybrid approach to work may seem like an easy way to improve employee satisfaction. However, it is a failure in the move towards mental safety. It can also create a number of unintended problems, such as:
- Equity:Stoking resentment among employees because of unfairness.
- Loss of trust Overtime, this will undermine the trust between employees, and senior leaders, particularly if policies are not applied consistently.
- Impact Employer brand : Company culture and policies can be easily shared on social media. The news of hybrid arrangements that are kept quiet will spread and create a perception that the company is out of touch and inflexible and has a distrust of its employees. It will be impossible to recruit top talent that values autonomy and flexibility.
It’s not just a management problem, but it also hurts diversity, equity and inclusion.
It’s time for HR to shape the future and speak out
The most disturbing aspect of this trend is the fact that those who are best suited to defuse it are the people farthest away from the blast zone – those comfortably ensconced within their ivory towers.
We as people professionals must use our influence to change outdated beliefs and our expertise in change management to do so. Here’s what you can do:
1. Reframe your narrative: It is about purpose and not just profit
Clarify with your leadership the core purpose of your company (their “why” for being). This should be cascaded down to ensure that every team is aware of their purpose as a team and their role within the company’s overall purpose. By viewing work through the lense of purpose, we transform the conversation and shift the focus away from profits to meaningful impact. When we talk about the impact that we want to have as a company, we can discuss how we will achieve our goals.
2. Rethinking goals and performance is essential to agility
Annual performance reviews have become a thing of the past. They are also ridiculously ineffective. It’s time for ongoing Performance Management, and to set and track goals more regularly (at least on a quarterly basis). Use technology to track performance in real-time. This will give everyone a clearer picture of expectations, productivity and actual performance.
3. Fairness first – evaluate, benchmark and pay fairly
Pay Equity is a key component to a strong employer brand. We may not be able control the hushed hybrid agreement, but we can certainly control it. Perform a comprehensive job evaluation and benchmarking exercise. Pay for the actual job, not just the person doing it. This will not only close the gender wage gap and eliminate discriminatory practices, but it will also foster a culture that values equality and respect.
4. Recognized: A fuel for engagement
Employees are looking for appreciation. Your company’s culture should include ongoing recognition and appreciation. Celebrate small victories and everyday accomplishments. We can still make sure that our employees are appreciated, even if we cannot yet guarantee flexible work.
5. Invest in the development of managers to empower them
Line managers interact with employees every day. We must invest in to develop their management, and leadership skills. Make sure you provide training in goal setting, motivation, feedback and appreciation. The need for quiet arrangements will decrease when managers feel empowered, confident, and supported.
6. Use technology to demonstrate the value of flexibility
Technology is our greatest ally in the new work world. We need to use technology as people professionals not just for data and automation. It is also a way to listen, recognise, and connect. Giving executives real-time information on productivity and performance will prove that flexibility does not equal a decrease in output.
Hushed Hybrid: A regression that we must address
It’s not just a management nightmare, but it is a blow for diversity, equity and inclusion. This could push out women, disabled people, and neurodiverse workers. It’s a regress, a step to an era that we thought was behind us.
We need to decide on the future we want. It will not be easy but it is necessary. Let’s confront the fear and outdated assumptions, and create workplaces that allow everyone to do their best work wherever they may be.
