HR experts warn of 'coffee badging' as employees return to offices

She added that much of this behaviour can be attributed to the difficulty in switching to work from the office model after spending close to three years in a remote work model.

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However, the trend has its negative implications.

For many professionals, the office coffee machine has long been a social hub, offering moments of respite and a chance to catch up with colleagues. However, the return to the office trend that some employees are adopting takes this concept to an extreme.

Experts say junior employees and freshers, in particular, may feel a heightened pressure to adopt this return-to-office façade. They may believe that by being visible in the office, they can secure career opportunities and gain favour with their superiors in terms of fulfilling the mandate to “work from office” However, this approach can be detrimental in the long run.

Instead of showcasing their true potential, experts say freshers and junior employees risk being perceived as more interested in the perception of work than in its execution. This can lead to a damaging image of inauthenticity that may be hard to overcome in the long run.

According to Santhosh Nair, Director and COO of HR consultancy firm CIEL HR, the trend is detrimental to employees' well-being to come to the office unnecessarily, and it can negatively impact their key performance indicators (KPIs).

Besides, when companies observe such practices, it can erode trust in their workforce, leading to scepticism about the true value of remote and hybrid work models.

‘Senior must not follow suit’

Senior employees, who often play key roles in shaping the company's culture and direction, can also suffer due to this deceptive trend.

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“When senior members engage in coffee badging, it sends a misleading message to newcomers, especially freshers, suggesting that being physically present in the office is more important than actual productivity,” said CIEL HR’s Nair. This can create a ripple effect, ultimately resulting in reduced employee engagement and efficiency over time, he added.

When subordinates observe senior colleagues engaging in the Return-to-Office Coffee Charade, it can erode trust in their leadership's commitment to fostering a productive work environment. This erosion of trust can lead to scepticism about the value of in-person presence and the authenticity of senior leadership.

Besides, when subordinates witness their superiors prioritising optics over substantive work, it can lead to frustration, disillusionment, and strained relationships within the team.

Call for a more productive and ethical approach

HR experts in India are advising companies to adopt a more authentic approach to the return to office. They suggest that the focus should be on quality work, collaboration, and teamwork rather than simply showing up for a specific number of days.

Ganesh S, Global CHRO of edtech major Emeritus thinks ‘Coffee Badging’ is a modern echo of the “clock in/clock out” systems of the past- which meant coming to the office but not being productive.

“Many of the problems with the return to the office plans are falling on middle managers currently, as they work to pacify both sides: company leadership issuing mandates, and defiant staff members. It’s another responsibility for middle managers to define and justify exactly when and why their team members will work together in person,” he said.

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These middle-level managers must be trained and coached on managing presence while prioritising outcomes. Companies should clearly define expectations for in-office work and remote work, emphasising the importance of productivity and results over physical presence. Managers should communicate these expectations to their teams and ensure that everyone understands the company's stance on remote work.

“Today, professionals have taken flexible work arrangements as a norm. Whether it’s hybrid work models, flexible hours, or remote working options, integrating these into an organisational culture can address the root causes that drive coffee badging,” Ganesh said.

Managers can also foster a culture of trust and accountability. Trusting employees to manage their time and tasks responsibly can reduce the temptation to engage in superficial office visits. This trust can be reinforced by setting clear performance metrics and regularly reviewing progress, regardless of where work is conducted.