5 Reasons Why Hybrid Work Policies Fail

We’ve seen some pretty public hybrid work policy and RTO mandate failures over the last couple of years. 

From 91% employee dissatisfaction ratings after Amazon’s 2024 full-time RTO mandate to Paramount forking out $185 million in post-mandate severance packages more recently, it’s become clear that rolling out any policies asking employees to spend more time in the office is risky business. 

But are all hybrid policies innately wrong, despite what the headlines and evidence shows? Is the answer just an attendance free-for-all? 

Not necessarily. In this post, we’ll cover five reasons hybrid policies fail.

Reason 1) Your organizational hybrid policy is disconnected from reality and business objectives. 

The first step to creating effective hybrid policies is to articulate the why: 

• Why a policy is required
• Why working in the office is beneficial 
• Why in-office working supports the organization’s goals 

Companies rolling out strict RTO mandates, including Instagram and Paramount more recently, state that employees are more “creative and collaborative” in person. But the supporting evidence behind this is never shared, leading employees to believe, perhaps rightly so, that leadership values appearances and getting ROI from expensive leases over actual productivity and employee wellbeing. 

It’s a violation of the often unspoken contract that the employers trust the best judgement of employees to get their work done in the most efficient ways. 

It’s no wonder, then, that RTO mandates are now proven to have minimal impact on office attendance.

Reason 2) There’s no visibility into teams’ workplace habits and preferences. 

A hybrid policy that works is one that integrates nuance. That starts with understanding that each team will have different needs and wants when it comes to working in the office and especially the environments and amenities they have access to when they’re in. 

The development team doesn’t need to be in the office as frequently as the HR team, for example. Marketing might need to be in three times a week, while it would be a waste to assign every sales person a desk five days a week because they’re off meeting clients for most of those days. 

When leadership makes no effort to understand these differences and unfurls a constrictive blanket over everyone in the name of “better collaboration and creativity”, it shows people that the priority is rule compliance, not job performance. 

That’s a recipe for simmering resent that leads to hybrid policy failure and a resignation fiesta of senior and most skilled employees. 

Reason 3) Managers don’t have the autonomy to create team-level hybrid agreements. 

Only 39% of middle managers agree with their company’s RTO mandate, and 40% ignore non-compliance when it happens on their team. 

This shouldn’t come as a surprise. As a manager responsible for your team’s performance, output and satisfaction, what are you going to do if your number one sales person comes in once per week instead of three times? Raise the issue with the HR so they get written up and resign the week after? Absolutely not. 

Managers understand the dynamics of their teams, and they’re in the best position to start the discussions that create an agreement everyone’s had a say in. Policies like this are the ones that ultimately stick, because they have stakeholder buy in. 

Failing to acknowledge this at a leadership level doen’t just create resentment at the employee level. It leaves managers feeling frustrated, morally conflicted from enforcing a policy they don’t agree with, and unengaged. 

Manager engagement fell from 30% to 27% in Gallup’s State of the Workplace report last year, one of the most significant contributors to the $438 billion disengagement costs globally. 

Reason 4) Individual policy exceptions aren’t “allowed” but the ones that do exist aren’t documented. 

Jumping back to reason number three – if a top performer can only come into the office once a week at most because of childcare or living 100 miles way from the office, what sane manager is going to force them back in? 

Stamping out individual exceptions to hybrid work policies isn’t just a turnover risk, but a wellbeing one too.  Over a third of employees reported that fear of being forced back into the office negatively impacts their mental health.

Whether flexibility is needed for family reasons, health reasons, or just the hard truth that commuting into the office would blow their budget, it’s in an individual’s best interest to quietly ignore a hybrid policy. 

But this creates even more problems when a colleague who sucked it up and now spends three hours a day commuting to comply with the mandate finds out their colleague has a completely different arrangement. Management knows about it too. Why are some people more deserving of exceptions than others? Cue an organizational mudslide of mistrust, cynicism and resentment. 

Hybrid policies fail when no one’s taken time to articulate and document who meets the bandwidth for a policy exception and why. 

Reason 5) There’s no data to measure, iterate and improve hybrid policies. 

You can’t improve what you can’t measure. But in the case of hybrid policies, you can’t maintain what you can’t measure either. 

Amazon’s 2025 post-RTO mandate desk shortage fiasco is a prime example. The data organizations need to create an effective hybrid policy also includes the available supply of workspaces – square footage, meeting rooms and desks. 

Other important pieces of the data puzzle include attendance data at the organizational, site, team and neighborhood level and qualitative sources like employee engagement surveys. 

And although we’ve included data as the final reason for failure here, it can also be the first reason why a hybrid policy fails and the reason why performance can’t be measured and improvements can’t be made. 

How can you avoid these five points of failure when you’re designing new hybrid policies? 

Tune into our 45 minute session on Wednesday January 28th at 11 AM EST/ 4 PM GMT for a framework on how to design and execute hybrid policies that stick, based on reality, not intent. 

We’ll cover: 

• How to intentionally design policies through organizational, team and individual levels 
• How to get real-time attendance data that gets every stakeholder on the same page
• A 4 step policy-to-practice plan that incorporates expectations, team-level agreements, policy exceptions and how people actually use the workplace