Could your hybrid working policies cause your next reputational crisis?

What could be the cause of your organisation's next reputational crisis?

When we ask that question at the start of our crisis communication courses, things like data breaches, IT failures, workplace accidents, product flaws and supply chain issues are typically put forward.

It may be worth considering adding hybrid working arrangements and policies to the list.

Return-to-work mandates are becoming increasingly tricky.

Amazon, ASDA and Manchester United are among the brands that have toughened their approaches to working from home this year. And found themselves facing a backlash.

We can now add Starling Bank to the list.

The London-based bank has been at the centre of some stinging headlines after its new chief executive demanded thousands of workers work from the office more often.

Raman Bhatia has ordered all hybrid staff to come to work for a minimum of 10 days a month.

And the move has not gone down well.

The Guardian has quoted one worker as saying: “I’ve worked for Starling for years, and have done my job effectively while working almost entirely from home.

“Being asked without warning to take on the time, expense and life disruption of returning to the office for half of the working week is not something I can personally understand or accept, so I made the decision to resign.”

Another worker has accused the company of trying to create a “bland grey corporate hellscape filled with dead-eyed zombies who care about nothing more than doing the bare minimum, clocking off and collecting a paycheque”.

Damaging quotes for the digital bank’s reputation. But great comments for headlines.

Starling Bank staff resign after new chief executive calls for more time in-office Guardian

Staff ‘quit challenger bank Starling’ after being told to return to office Independent

‘Grey corporate hellscape’ | Starling Bank staff resign as new CEO demands more in-office work - despite insufficient desk space HR Grapevine

Starling Bank CEO accused of creating 'grey corporate hellscape' Finextra

Beyond the tensions around work-life balance, there is also a fundamental and slightly embarrassing flaw in the plan – the company does not have the office space at some locations to host the returning workers.

It has been reported the bank has 900 desks and 3,000 workers. As my teenage son is fond of saying, ‘the maths isn’t mathing’ - and that feels a little awkward for a bank. 

An internal email leaked to the media said: “We are aware that in some office locations we may not be able to accommodate 10 office working days per month for everyone right now. We are considering ways in which we can create more space.”

People quitting in disgust may inadvertently help resolve the desk space issue.

But you would have thought the bank would have had its ducks – or starlings – in a row before announcing this new policy.

It makes the decision feel rushed and poorly planned.

There must also be questions about why a business based on doing things online does not appear to have faith in its staff to do things online – at least not all the time.

Publicly, the bank has argued that the changes have “formalised a longstanding practice”.

It said in a statement: “By bringing colleagues together in person, our aim is to achieve greater collaboration that will benefit our customers as we enter Starling’s next phase of growth.

“People managers are able to provide additional support to colleagues with wellbeing and other personal needs. Those with fully remote or flexible arrangements in place already remain on those terms.”

Nevertheless, unhappy staff have resulted in bad PR for the brand.

And it comes just a few weeks after the bank was hit by a penalty of almost £29 million for “shockingly lax” financial crime controls. The Financial Conduct Authority said Starling had quickly expanded, but “measures to tackle financial crime did not keep pace with its growth”.

Starling: a bank built on ‘shockingly lax’ customer checks Financial Times

Starling Bank fined £29m for ‘shockingly lax’ financial crime controls City AM

A busy time for the challenger bank’s comms team, no doubt.

But what can you learn from its messy back-to-the-office mandate?

Well, firstly, it is a timely reminder that there remains a lot of tension – and media interest - around getting people back into the office more.

Some bosses see it as the solution to their problems and often speak of improved collaboration. But staff, who have become accustomed to the flexibility remote working offers, are often resistant.

So, is a return to work or a change to hybrid working policies in your crisis communication plan?

As we stress during our crisis media management training courses, always plan for the worst.

But those worst-case outcomes can be avoided with good communication. Engaging with employees at the earliest opportunity is vital. Understanding their concerns and issues and helping them to see why hybrid working changes are needed – and the potential benefits - can ensure embarrassing leaks are avoided.

It is also critical that any announcements acknowledge the hurdles people may face in returning to the office more often and highlight the support being offered.  

Amazon did this well when it announced employees must return to the office five days from the start of next year.

Andy Jassy, the company’s chief executive, said: “We understand that some of our teammates may have set up their personal lives in such a way that returning to the office consistently five days per week will require some adjustments. To help ensure a smooth transition, we’re going to make this new expectation active on January 2, 2025.”

And, of course, if policies are changing, organisations must ensure basics, like adequate office space and car parking, have been covered – overlooking them could lead to a flock of bad headlines.