A recent Reddit post has reignited the simmering debate on the clash between progressive European workplace policies and rigid Indian HR practices, highlighting the broader cultural disconnect in global organisations with shared teams.
In the post, an Indian employee working in a European company voiced frustration over how local HR policies were undermining the company’s otherwise flexible and employee-friendly ethos. While the employee’s European manager had no objections to a brief period of remote work following an injury, the Indian HR team reportedly insisted that the employee take additional leaves instead—a decision the employee called “absurd,” considering the remote nature of the work.
“My team is based entirely in Europe, except me,” the employee wrote. “My manager was totally on board with me working from home after a foot sprain, but Indian HR pushed me to take leave I was saving for later. I’m perfectly fine to work remotely—why is this even an issue?”
The post struck a chord online, garnering widespread commentary across professional and social platforms. Many echoed the sentiment that Indian HR departments often lag behind in embracing flexible work cultures and prioritizing employee wellbeing . While global companies promote autonomy, some HR teams in India still operate from a control-centric mindset rooted in legacy systems.
One commenter summed up the frustration: “Indian HRs, especially those who started before 2014, are stuck in a pre-digital mindset. They see the Indian arm as a service centre and not an integral part of the global team.”
Others pointed out that in progressive organisations, HR’s role is advisory, not restrictive. “In all my previous companies,” one commenter wrote, “it was always the manager’s call. HR never got involved in operational decisions like this.”
The core issue seems not to be about one incident but rather a systemic disconnect. As global companies decentralise teams and adopt hybrid work models, flexibility isn’t just a perk—it’s an operational imperative. When a European manager is willing to allow remote work and the employee is capable of delivering results, opposition from HR not only feels outdated but also counterproductive.
This episode is emblematic of the culture clash brewing inside many global organisations operating in India. While European counterparts emphasise outcomes, Indian systems often prioritise optics—who’s in the office, who’s putting in hours, and who appears most committed physically, even at the cost of efficiency.
This incident also reveals an opportunity for multinational corporations: to align their regional HR frameworks more closely with their global values. Rigid interpretations of policy undermine trust and productivity, especially in roles where location doesn’t impact deliverables.
At a time when global organisations are vying for top talent, the inability to accommodate basic flexibility could prove costly. As one commenter pointed out, “My body is injured but my mind is fine. Just type and send that to HR.” A statement, perhaps, that reflects the growing gap between where the world is heading and where some practices remain stuck.
