There’s a better way to work: Lessons from the “hushed hybrid” era

As companies continue to grapple with return-to-office (RTO) mandates, a new phenomenon has quietly emerged in the workplace: the “hushed hybrid” trend. Coined to describe a situation where employees, with their managers’ consent, work from home more than their employer’s RTO policies allow, this shift represents more than just a covert rebellion. It signals a fundamental change in the employee-employer relationship, one that HR leaders need to pay attention to if they want to retain top talent and remain competitive in today’s modern workplace.

The “hushed hybrid” reality

The hushed hybrid approach has managers walking a tightrope. On the one hand, they are tasked with enforcing company policies that mandate in-office work. On the other hand, they are aware that their best talent might head for the exit if forced to follow rigid guidelines. As many workers have found that remote work offers higher productivity, better work-life balance from less time commuting, and fewer distractions, managers are often choosing to quietly allow flexibility to retain top performers.

This collaboration between employees and managers points to a deeper truth: work is about trust and flexibility. The days of simply clocking in at an office are fading, and employees increasingly demand that work be measured by outcomes, not by where or how the work gets done.

Cornerstones of the modern workplace

At the heart of the hushed hybrid trend is trust. Employees who have proven they can deliver results remotely want to be trusted to continue doing so. And it’s not just employees who see the benefits; managers are witnessing firsthand the positive impact remote work has on job satisfaction, employee engagement, and performance. The hushed hybrid trend isn’t about defying leadership, but about evolving work models to fit the realities of today’s workforce.

This trend should prompt HR and business leaders to ask a critical question: Are we adapting to the new realities of the workplace, or are we clinging to outdated models? With the best talent now geographically dispersed, businesses that enforce in-office mandates risk losing their most valuable asset: their people. Workers today are telling us that flexibility is non-negotiable. It’s up to HR leaders to listen and respond by creating policies that balance company needs with employee preferences.

Learning from amazon

Amazon recently made headlines by mandating that its employees return to the office (RTO). While this move aligns with their belief that in-office work fosters collaboration and innovation, it may also miss an opportunity to 1) embrace a more flexible work model that reflects the desires of today’s employees and 2) find the best talent across the nation, not just in Seattle. Many large companies, including Amazon, are operating under the assumption that RTO will automatically result in higher productivity and engagement, but that simply isn’t true for everyone.

The hushed hybrid trend shows that employees—and their managers—are making decisions that make sense for them, even if those decisions diverge from corporate mandates. Amazon’s RTO stance could drive some employees to seek out more flexible employers, especially if other companies are willing to meet them where they are.

Related: Report: Employees value flexibility and autonomy in the workplace

HR’s role in navigating the future of work

For HR leaders, navigating the hushed hybrid trend involves much more than just deciding where employees should work. It’s about creating a workplace environment that empowers employees to do their best work—whether in the office or from home. For example, there are certain roles where time in the office might be the most beneficial. Employees early on in their career can especially benefit from in-person collaboration and learning from each other daily in an office setting. Ultimately, it’s about balance, not all or nothing—and implementing performance management systems that measure outcomes, build cultures of trust, and ensure that employees feel heard and valued can help that.

While there are clear advantages to both in-office work and remote work, the right approach likely lies somewhere in between. Hybrid work, when designed thoughtfully, offers the best of both worlds. It allows for the in-person collaboration that can be critical for certain teams, while also giving employees the flexibility they crave. A recent study by a Stanford researcher found that hybrid work had zero effect on workers’ productivity or career advancement and boosted retention rates. The results showed that employees who work from home two days a week are just as productive, as likely to be promoted as their fully office-based peers, and 33% less likely to resign.

One important consideration for HR leaders is how to provide managers with the tools and frameworks they need to successfully lead in this hybrid environment. Managers play a pivotal role in bridging the gap between company policies and employee needs, and they need support to effectively manage performance, coach for skills development, and foster engagement, regardless of where their teams are located.

Building a future-proof workforce

The hushed hybrid trend is a call to action for HR leaders to rethink their approach to work. If we focus too narrowly on where employees work, we miss the bigger picture—what matters most is what employees produce, the value they bring, and how engaged they are in their work.

Flexibility isn’t just a perk; it’s a necessity. HR leaders who recognize this and build policies around trust, adaptability, and employee wellbeing will not only retain top talent but also drive long-term success for their organizations. Hybrid and remote work models open up a larger talent pool and allows teams to create a more inclusive, equitable workplace—one that empowers people to do their best work, wherever they are.

The hushed hybrid trend may be quiet, but its message is loud and clear: there’s a better way to work, and it’s up to HR leaders to lead the charge.

Doug Dennerline, Betterworks CEO