The equity issue in hybrid working is almost always a manager consistency issue rather than a policy design issue. HR’s interventions: (1) Make the policy specific enough that individual managers have minimal discretionary interpretation space. (2) Monitor voluntary attendance and 1:1 completion rates at the team level to identify where hybrid experience diverges from the policy intent. (3) Include perceived policy fairness as an explicit question in quarterly engagement surveys and disaggregate results by manager. (4) Provide manager development that addresses the unconscious proximity bias that leads to different treatment of remote and in-person team members.