Lost in the deluge of news about return-to-office policies is a more troubling phenomenon: eroding trust between employers and employees.
Despite advances in flexible work models, many companies still cling to outdated practices that betray their lack of trust in their workforce.
These companies may not openly admit their mistrust, but their actions and policies often reveal it.
Here are the things I believe reveal companies that truly don’t trust their employees:
1) Rigid return-to-office policies
One of the most obvious indicators of mistrust is an inflexible return-to-office (RTO) policy.
After the global pandemic, many employees experienced the benefits of remote work, including increased productivity, better work-life balance, and reduced stress.
Yet, some companies are mandating employees to return to the office full-time without providing any data or reasoning to justify why.
This bums-on-seat mentality suggests these companies are more focused on controlling their employees’ physical presence rather than measuring their results.
This approach reveals an underlying belief that employees can only be trusted if they’re under constant supervision.
Leaders at these companies may claim that office work fosters collaboration and culture, but if their real concern is maintaining control, it indicates a lack of trust in their employees’ ability to be productive outside the office.
By contrast, take Siemens as an example of a company that trusts its employees.
In July 2020, Siemens announced that they were making mobile working a permanent standard, not just during the pandemic but beyond.
They empowered employees to choose where they work best – whether at home or in the office – based on their personal productivity.
Siemens’ deputy CEO, Roland Busch, highlighted the shift to an outcomes-based leadership style, focusing on results rather than physical presence. Its website says explicitly that: “Mobile working is a vote of confidence” and “whether at home or on the road – mobile working requires a healthy relationship of trust between employees and superiors.”
When a company truly trusts its employees, they let go of micromanaging and allow employees to perform in a way that works best for them.
This trust, in turn, engenders quite a bit of loyalty.
A Leadership IQ study, for example, discovered that around a third of a worker’s loyalty is the result of feeling (or not feeling) trust towards their boss and company.
2) Micromanagement culture
Micromanagement is another red flag.
If a company requires excessive check-ins, monitors employee activity throughout the day, or demands detailed explanations for every task, it likely doesn’t trust its workforce.
A culture of micromanagement not only drains employees’ motivation and creativity but also signals that leadership is more focused on control than on empowering its team.
Trust in the workplace is reflected by how much autonomy employees are given.
Leaders who trust their teams set clear expectations, provide resources, and then step back to allow employees to deliver results in their own way.
When companies are fixated on every minute detail, it’s a sign they don’t trust their employees to manage their time or responsibilities effectively.
The way leaders manage their teams is a direct reflection of how much trust they place in them.
Leadership styles range from highly directive – where leaders make most decisions and closely monitor work – to more hands-off approaches that give employees greater autonomy.
One leadership style that embodies trust is the Idealist style.
Idealist leaders are low in directiveness, meaning they don’t impose strict controls or micromanage employees.
Instead, they encourage creativity, provide a flexible framework, and trust their employees to make decisions.
Data from the “What’s Your Leadership Style?” test reveals that Idealist leaders are the most preferred by employees, particularly in today’s work environment where flexibility and autonomy are highly valued.
Leaders who adopt the Idealist style foster a culture of trust, giving their employees the freedom to find the best way to accomplish their tasks.
They focus on results rather than controlling every step of the process. This style not only leads to higher employee satisfaction but also greater creativity and productivity, as employees feel empowered and trusted to do their best work.
3) Lack of flexibility in working hours
Another hallmark of mistrustful companies is rigid working hours.
Requiring employees to be logged in or available for long windows of time, regardless of the nature of their work, suggests that the company prioritizes control over outcomes.
This rigidity often stems from a belief that employees won’t be productive unless they’re being monitored during traditional business hours.
In contrast, companies that trust their employees focus on results, not hours worked.
They recognize that employees may have different working styles or personal commitments, and they offer flexibility as long as the work gets done.
Flexible hours are not just a perk; they’re a sign that the company believes in its employees’ professionalism and ability to manage their own time.
4) Surveillance tools
One of the most telling signs of distrust is the use of surveillance tools, like tracking software that monitors keystrokes, screenshots, or time spent on certain websites.
These tools are typically implemented under the guise of ensuring productivity, but often backfire by creating a culture of fear and discomfort. Employees who feel like they’re constantly being watched are less likely to be creative or take initiative, and the company ultimately suffers from this distrust.
Surveillance doesn’t breed productivity; it breeds resentment.
Companies that trust their employees don’t need to resort to such tactics because they know their team will deliver results without constant oversight.
5) Emphasis on hours-logged over results
Companies that track hours logged rather than focusing on completed tasks are likely operating under the assumption that more hours equals more work.
This mindset reflects a failure to adapt to the changing nature of work, especially for knowledge-based roles where productivity isn’t always linear.
The belief that employees need to be working a set number of hours each day to be considered productive is an outdated practice rooted in mistrust.
Instead of counting hours, companies that trust their employees measure success by outcomes – such as whether the project was completed on time; whether it meets the quality standards; or whether it adds value to the organization.
This shift in focus from time to results not only empowers employees but also leads to greater engagement and satisfaction.
Trust is the foundation of a successful, engaged, and productive workforce.
If you’re trying to improve employee engagement at a company that shows signs of mistrust, rigid policies, micromanagement, surveillance, or an overemphasis on hours worked, then you may be fighting an uphill battle.