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’ and ‘ coffee badging ’ are the latest trends , reflecting how this generation of employees are assertive and keen to explore ways to protect their time and energy .

Guy Thornton , Founder of online testing platform , Practice Aptitude Tests , reviewed the State of Hybrid Work Report , which surveyed over 2,000 full time UK employees to assess their views on the current work environment .

One of the key insights from the report highlights two emerging trends : ‘ clockblocking ’ and ‘ coffee badging ’.

In recent months , the work environment has become increasingly complex , with simultaneous return to office ( RTO ) mandates from major firms clashing with Labour ’ s push for the right to work from home .

In response to these RTO mandates , employees are setting firmer boundaries at work by adopting practices such as ‘ clockblocking ’ and ‘ coffee badging ’.

Clock-blocking refers to the practice of reserving specific times in one ’ s calendar to avoid meetings that extend beyond designated work hours . This tactic is being used increasingly to maintain a healthy work / life balance , particularly as 19 % of employees report feeling overwhelmed at work .

According to the report , Millennials are the most likely to engage in clockblocking , with 57 % admitting to the practice , compared to 22 % of Gen Z and 16 % of Gen X employees .

Coffee badging , on the other hand , involves starting the work day at the office for a few hours before heading home to complete tasks remotely .

This trend has gained momentum , with 39 % of employees admitting to practising it – an increase of 16 % compared to 2023 . Interestingly , 54 % of employees caught coffee badging reported that their employers were unbothered , suggesting the practice is likely to persist despite RTO mandates .

What does this indicate about employer-employee relationships ?

Coffee badging and clock-blocking highlight significant tensions and dynamics in the modern employer-employee relationship , particularly within the context of hybrid and post-pandemic work environments . A large number of businesses are summoning employees back to the office , even though most still prefer hybrid or remote work .

To counter RTO mandates , these trends and behaviours have emerged as coping mechanisms for employees . This primarily indicates an erosion of trust between employers and employees .

Employees may feel that employers are enforcing in-office presence unnecessarily , prioritising ‘ butts in seats ’ over actual productivity . Conversely , employers might perceive employees as lacking full commitment , especially if they believe that flexibility is being exploited .

Conflicting expectations have also arisen . With increased flexibility , employers may feel they have less control and visibility , which explains their insistence on in-office days . Meanwhile , employees , having experienced the benefits of flexibility and remote work – often achieving equal or greater levels of productivity – may resist returning to rigid working structures . x

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