Employees were reluctant to let go of Work-From-Home when they were called back to offices after the COVID-19 pandemic ended. This is evident in the state of flux organizational policies are since then. Work-From-Home forms an integral part of today’s ‘hybrid way of working’. Earlier, Work-From-Home has been a ‘perk’ as a well as a ‘force majeure decision’. This paper investigated the reasons behind the perceptions of employees about Work-From-Home. These reasons helped explain the underlying theories across the three forms of Work-From-Home. Twenty-four employees of the Indian Information Technology Industry participated in the study by reporting their experiences of Work-From-Home. Qualitative data of voices of employees was analysed by using the Gioia Methodology, which classifies data into categories and themes leading to credible interpretations. The Gioia Methodology is designed, not only to surface new concepts, but also to generate persuasive new theories. Employees consider employment as induction into a ‘work community’ and seek guidance from organizations to maneuver through these communities. They consider the means by which they work as a ‘resource’ through which they achieve life-goals. Their ‘quality of life’ intrinsically includes work and non-work activities. ‘Non-productive work’, one that does not get paid for, impacts Work-From-Home significantly. The research provides novel information that can be utilised in developing the operations and management of organizations. Though IT organizations have taken significant steps towards a modern hybrid work community, there are still some challenges in terms of providing the best of both worlds to employees when they work out of offices or homes.