A quiet movement: What’s the ‘hushed hybrid’ trend at workplaces?

For many, the days when remote work was the norm feel like a distant memory—back when working from home wasn’t just encouraged but was the safest option. As the world emerged from pandemic lockdowns, employees have been gradually ushered back into the office—though not always willingly.

Yet, some managers are quietly bending the rules. They’re discreetly allowing certain team members to continue working remotely, despite strict return-to-office mandates.

This trend, known as “hushed hybrid,” is the latest workplace phenomenon stirring up tension among employees and presenting new challenges for companies.

Let’s dive deeper into this trend and explore its effects on company culture and team dynamics.

Why are managers going against the tide?

The “hushed hybrid” trend has emerged as a quiet resistance to the increasing corporate pressure for employees to return to physical offices.

Companies like Manchester United and Boots are among those pushing staff back to their desks. While not all firms demand full-time office presence, employees’ preferences are clear: many favour remote or hybrid work arrangements over rigid, in-office schedules.

Some employees simply find hybrid work to align better with their productivity.

Research also supports the benefits of hybrid work. A study published in Nature found that employees who worked from home two days a week experienced 30 per cent lower quit rates and higher job satisfaction, with no negative impact on productivity.

For some, working from home or hyrbid is better for their personal life. For example, those balancing caregiving responsibilities or managing health issues.

A McKinsey research highlights that 38 per cent of women with young children might have had to quit or reduce their hours if there was no flexibility at work.

Quick Reads

View All

Was Alex Pretti holding a gun when he was shot down by federal agents?

Republic Day 2026: How a military parade became India’s R-Day tradition

Many ‘rebellious’ managers, unlike the upper management, understand these needs and are committed to maintaining flexibility within the team.

According to Owl Labs, 70 per cent of UK managers have allowed remote work despite official RTO mandates.

As Luck Dookchitra, VP of people at Leapsome, noted in Forbes, “Managers are prioritising their team’s needs and partaking in the ‘hushed hybrid’ trend to maintain morale, boost productivity and retain staff that are engaged and productive despite their work location.”

Impact on company culture

While the hushed hybrid model may seem like a win-win solution, it poses risks to workplace culture, experts note.

Karen Leal, a performance specialist with Insperity in Houston, Texas told Fox News that when managers actively overrule, dismiss, or choose not to enforce a company’s set policies, it negatively affects the organisation’s culture and can erode overall trust in leadership.

“Active defiance of set policies can lead managers and staff to think all policies are free for interpretation or even that compliance is optional,” said Leal adding, that such moves can wreak havoc on corporate structure and stability.

In addition, other experts suggest this contradictory practice can affect employee morale and productivity.

“If some managers go against RTO policies, it risks creating a two-tier workforce and breeding resentment among staff who haven’t been given the same work-from-home privileges in their team. Morale and team cohesion can suffer as a result,” Molly Johnson-Jones, co-founder and CEO of Flexa told People Management.

Joe Galvin, chief research officer at executive coaching organisation Vistage told Inc that the ‘hushed hybrid’ trend can lead to cultural differences within the company, “When you get that disconnect, it just reverberates through your management structure and your ability to cohesively lead an organisation with consistency and fairness and integrity.”

The practice can also lead to tension and conflict among workers who are permitted flexible arrangements and those who are not.

“Employees whose managers do not offer flexibility become disgruntled and therefore begin to report ‘rule breakers’ to upper management, creating a punitive and combative workplace,” Galvin told Fox News.

What should companies do?

With flexible and hybrid work models demonstrating their benefits to businesses and their people, the rise of the hushed hybrid trend highlights that the workplace still has a long way to go in fully adapting to these new realities.

Johnson-Jones shares her advice with UK’s Stylist magazine.

She said, “Companies need to be upfront about their flexible working policies and clearly explain them to their employees. It’s important for staff to know not just how many days they need to be in the office, but also why the policy is in place.”

Secondly, “Before implementing a forced return-to-office rule, employers should talk to their employees at every level to understand their needs and how they work best. This helps create a policy that works for everyone and keeps employees engaged,” she added.

Ultimately, while the hushed hybrid may offer short-term benefits, its long-term implications for workplace culture and employee well-being suggest that a more transparent approach to hybrid work is needed.

Dookchitra told _Forbes, “_There is not a one size fits all approach—even within the same company—as each employee or team may need different policies or procedures for returning to the office or choosing a hybrid or remote schedule. It is important for leaders to reinforce policies and expectations through consistent communication, promoting a cohesive work environment.”

With input from agencies