Telework/hybrid-work abuse exists because employers are too conflict-averse on a personal level to address it with those employees actually causing the abuse. If someone can't be contacted, or isn't logging-in, or is demonstrably not working on their telecommute day then that should be addressed as a disciplinary issue. Instead upper management doesn't hold their middle-management accountable and chooses to punish everyone instead of just the offenders.
ie "Skill issue".
This is THE most important aspect of this issue. Of most workplace policy problems, in fact.
The overwhelming majority of blanket policies are declared because people are either so afraid of - or have terrible emotional/mental maturity to handle - negotiation and conflict. Most managers become managers for the higher pay scale, not because they have a deep love of managing people. It's like most STEM university professors are doing that for the access/support for their theoretical or applied research, and the thing they hate the most about being a college professor is... teaching college students.
CULTIVATING BAD WORKPLACE POLICIES WITH POOR MID-MANAGERS -- A STEP BY STEP GUIDE:
1) Just because someone is in a management position doesn't mean they actually know how to, or are willing to, do the actual work of a manager, which is motivating, organizing, assessing, and holding people accountable for their actions.
2) They do not want to go to Jerry in accounting and say, "I've been tracking the team's performance on their Remote days, and I've noticed repeated long delays in your responses to calls and messages from the team. Last week on your remote day I tried to loop you in on an important call, and you didn't pick up. I expect you to have your device on, logged in, and notifications unmuted so that you are responding to priority messages in less than 10 minutes, and standard messages in less than 30 minutes. It's okay if sometimes you simply send an acknowledgment that you read the message and will address it in X amount of time, but the team is suffering because other people don't know if you're even working on their request, so their work gets delayed while they wait. In 1 month, 3 months, and 6 months we will meet to review your response times together and take appropriate action. If you have not improved, I will have to cancel your remote day and require you to be in the office 5 days a week. However, if after 6 months you've demonstrated consistent responsiveness, you will enable me to reward you with 2 additional remote days each week. Wouldn't that be awesome?!"
3) So instead of applying motivation, organization, assessment, and accountability, the middle-managers shirk their duty to intervene, and they let Jerry keep slacking, because the rest of the team picks it up and still meets targets/deadlines... at least for a while.
4) Everyone else on the team soon realizes Jerry is sitting out by the pool with his dogs (or running his FB Marketplace reseller business) and getting paid the same as they are, so resentment builds and overall performance falls.
5) This is happening in multiple departments across the org because every group of more than 10 human beings has at least one Jerry.
6) At a meeting of upper management, some consultant/analyst/AI-generated slide deck includes a time-series line graph showing that output across the company started dropping when the Hybrid Remote work started.
7) Instead of finding out the actual reasons performance degraded, upper management takes the correlation-causation at simplistic face value and orders everyone back to the office. (This goes unchallenged because upper management are already conditioned to see low-level workers as lazy and less invested in the org success.)
8) The employees grumble, the mid-managers present the new policy as "I'm sorry this happened and I wish there was something I could do about it" so their direct reports stay angry at the Execs, but secretly the mid-managers are happy about it because it lets them go back to coasting on walk-by checkins and the no-effort accountability of employees sitting at a desk surrounded by other employees/customers who can see them goofing off. (This goes unchallenged because low level employees are already conditioned to see upper management as out of touch and controlling.)
9) SUCCESS! Lazy/timid mid-managers have now crowdsourced their duties to social peer pressure, so they don't have to do any icky confrontation and accountability.
-fin-