Impact of Hybrid Work in

Consulting Industry
Analysing Culture, Leadership, Performance, &
Internal outcomes

Group 1
Aditya PGP39344 Abhijeet ABM20043
Adrish PGP39345 Aashika PGP39340
Akhil PGP39346 Aashna PGP39341
Karuna PGP38131 Abhinav PGP39342
Priyanka PhD20024 Abhishek PGP39343
Introduction & Project Flow
Background Focus Area of Study
▪ Study hybrid work pre and post pandemic ▪ Company culture – OCTAPACE profiling
▪ Physical workspace, ways of work, expectations ▪ Leadership Assessment and Ideology
▪ Explore changes in culture due to hybrid work ▪ Employee Performance & Satisfaction
▪ Impact on human resource – focus on Consulting ▪ Internal Firm Outcomes – training & innovation

Standard questionnaire Specialised survey Focus Group Discussion

Primary Research PwC India | 120+ responses | 4 surveys | In depth FGD

t-Statistic Test Variance & Std Deviation Mean & Median

Statistical Analysis Significance level = 0.05 | Two-tail test

Organisational Culture
OCTAPACE Culture Profile

Current Scenario Metrics Pre Post

▪ Increasing turbulence, complexity, and Openness 12.4 14.8
unpredictability faced by organisations
▪ Ever-changing external environments Confrontation 14.2 15.1

Hybrid Work Trust 14.8 12.9

▪ Organisation mandated remote and office work
Authenticity 14 13.4
▪ Employees work 2 full days a week in the office
▪ Remote work the rest 3 days of the week Pro-action 13.8 15

Effect Autonomy 13.62 13.62

▪ Level 1: Values - unique character of the org
▪ Level 2: Climate - people’s feeling about org, group Collaboration 16 14.5
▪ Level 3: Atmosphere – growth & development Experimentation 14.2 16.1
Deteriorating Leadership Effectiveness
Assesing Change In Leadership
Hypothesis
Contribution towards positive culture
Null Hypothesis (Ho) Leadership impact, organizational
KEY METRICS

Manage accountability and effectiveness, firm strategy, and overall firm performance are not
performance significantly impacted by the introduction of hybrid working models.

Perspective on overall firm Alternate Hypothesis (Ha) Leadership impact, organizational

performance effectiveness, firm strategy, and overall firm performance are
significantly impacted by the introduction of hybrid working models.
Visibility and communication

Statistic Pre-Hybrid Post-Hybrid

Ability to manage firm operation
Mean 6.26 6.47
Variance 1.4293 2.9613
Ho is rejected and Ha is accepted
t - statistic -0.6323
Changes in mean scores between pre and post T critical one-tail 0.16991
hybrid working models are statistically significant T critical two-tail 0.53214
Key Statistics Analysis
Pre-Hybrid Working Model Post-Hybrid Working model

Visibility &
Communication

Ability to Manage
Ability to Manage
Accountability &
Firm Operation
Performance

Contribution Perspective of
Towards Positive Overall Firm
Work Culture Performance

Mean and median both show a Slight improvement in the performance of

substantial decrease employees

Variance and Standard deviation show Wider divergence in performance and

a significant decrease increased work satisfaction
 Leadership Assessment
Harnessing HRM theories for elevated insight

Ability to manage
Contribution towards Perspective on overall Visibility and Ability to manage firm
accountability and
positive culture firm performance communication operation
performance
Social Identity Goal Setting Theory Transformational Situational The Contingency
Theory by Henri by Edwin Locke and Leadership Leadership Theory by Fred
Tajfel and John Gary Latham (1960- Theory by James Theory (SLT) by Paul Fiedler (1960)
Turner (1970) 70) MacGregor Burns Hersey and Kenneth
(1978) Blanchard (1960-70) Effective leadership and
Employees' sense Challenges of managing management
of belonging and accountability and Emphasizes the Addressing the practices depend on
connection to the performance in post- importance of leaders challenges posed by situational factors and
organization may hybrid work inspiring and post-hybrid work require leaders to adapt
weaken in post-hybrid environments. motivating employees models. their approaches
work environments due Emphasizes the to achieve higher levels SLT suggests that accordingly.
to reduced face-to-face importance of setting of performance. leaders should adapt
interactions and limited clear, specific, and their approach based
visibility of leaders. challenging goals on the readiness of
aligned with org their followers.
objectives.
Performance & Satisfaction
Unencumbered Employee Effectiveness
Hypothesis
Employee Satisfaction as relating to
Work-Life Balance Null Hypothesis (Ho) Employee perspective, including job
KEY METRICS

satisfaction, ability to deliver outcomes and workplace productivity is

Employee Job Satisfaction the same across traditional office-based and hybrid working models.

Employee Recommendation of Alternate Hypothesis (Ha) Employee perspective, including job

Workplace to Peers satisfaction, ability to deliver outcomes and workplace productivity is
different across traditional office-based and hybrid working models.
Employee Productivity and Impact

Perception of Opportunity for Growth Statistic Pre-Hybrid Post-Hybrid

and Intent to continue at firm Mean 6.26 6.47
Variance 1.4293 2.9613
Ho is NOT rejected, and Ha is not accepted
t - statistic -0.6323

Changes in mean scores between pre and post T critical one-tail 0.16991
hybrid models NOT statistically significant T critical two-tail 0.53214
Key Statistics Analysis
Pre-Hybrid Working Model Post-Hybrid Working model

Satisfaction as
relating to Work-Life
Balance

Perception of
Opportunities for
Job Satisfaction
Growth & Intent to
Continue

Productivity & Recommendation of

Impact Workplace to Peers

Slight improvement in the performance of Mean shows a minor increase while median shows
employees no change

Wider divergence in performance and increased Variance and Standard deviation show a
work satisfaction significant increase
Performance & Satisfaction
Harnessing HRM Theories for Elevated Insight

Employee Satisfaction Employee Employee's Perception

Employee Job Employee Productivity
as relating to work life Recommendation of of Opportunities for
Satisfaction and Positivity
balance Workplace to peers growth
Perceived Organisatio Self-Determination Goal Setting Theory Affective Events The Positive
nal Support (POS) Theory (SDT) by by Edwin A. Locke Theory (AET) by Affectivity and Job
theory by Richard Ryan and (1968) Howard M. Weiss and Satisfaction Theory
Eisenberger (1986) Edward Deci (1980) Russell Cropanzano of Locke (1976)
(1996)
Aligns with the hybrid
Indicates that hybrid Autonomy provided in model's emphasis on employee happiness and
models, by hybrid settings output, motivating Model's flexibility satisfaction directly
offering flexibility and enhances motivation employees to meet and reduced commute related to productivity.
respect for individual and productivity by specific and times lead to positive
emotions like happiness
preferences, boost meeting employees' challenging goals. Job satisfaction is
and less stress, thereby
employees' sense of needs for autonomy, improving work significantly influenced
being valued and competence, and engagement by the fulfilment of
their motivation. relatedness. and productivity. basic needs and values.
Internal Firm Outcomes
Training, Innovation, Collaboration
Employee survey was conducted to gather responses against
questions that tracked internal firm outcomes in the traditional
Meaningful Ideation & Innovation work setting vis-a-vis the hybrid work environment.

A focused group discussion was conducted with professionals

KEY METRICS

Upskilling and L&D to analyze the changes in upskilling and learning & development
(L&D), innovation, and informal social activities in response to
the COVID-19 pandemic.
Effective Collaboration & Teamwork
Hypothesis

Impactful Project Delivery Null Hypothesis (Ho) Internal firm outcomes such as innovation,
collaboration and practice development are the same across traditional
office-based and hybrid working models.
Informal & Social Activities
Alternate Hypothesis (Ha) Internal firm outcomes such as
innovation, collaboration and practice development are significantly
different across traditional office-based and hybrid working models.
Key Statistics Analysis
Pre-Hybrid Working Model Post-Hybrid Working model

Meaningful Ideation
& Innovation

Informal & Social

Upskilling and L&D
Activities

Effective
Impactful Project
Collaboration &
Delivery
Team Work

Informal & Social Activities took the major hit due Reduction in average levels of upskilling,
to hybrid work innovation, and collaboration

Lesser divergence in opinion and increased

Other metrics saw slight impact of the hybrid work
agreement
 Internal Firm Outcomes
Upskilling and L&D
Key Themes h in Focused Group Discussion

•Shift to Online Platforms Statistic Pre-Hybrid Post-Hybrid

•Challenges (Engagement, Tech Access)
Mean 6.88 6.05
•Changes in Skill Demands Enhanced
•Flexibility and Engagement Variance 2.02 1.16
t Stat 2.35
Innovation
t Critical one-tail 1.69
•Acceleration of Digital Transformation
•Adoption of Agile and Decentralized t Critical two-tail 2.04
•Innovation in Collaboration Tools
•Enhanced Focus on Employee Well-Being
•Strategic Partnerships for Innovation Ho is rejected, and Ha is accepted

Informal & Social Activities Changes in mean scores between pre and post hybrid
models are statistically significant
•Decrease in Informal Social Activities
•Importance of Informal Activities The evidence suggests that internal firm outcomes are
•Adaptation to Virtual Team Building influenced by the choice between traditional office-
•Long-term Shift to Virtual Activities based and hybrid working models.
•Innovations in Social Engagement
THANK YOU!
Unchanged Performance and
Satisfaction
▪ ▪
Key Metrices
Employee Satisfaction as relating to Work-
Hypothesis
Null Hypothesis (H0): Employee perspective, including job satisfaction,
Life Balance ability to deliver outcomes and workplace productivity is the same across
▪ Employee Job Satisfaction traditional office-based and hybrid working models.
▪ Employee Recommendation of Workplace ▪ Alternate Hypothesis (Ha): Employee perspective, including job
to Peers satisfaction, ability to deliver outcomes and workplace productivity is
▪ Employee Productivity and Impact different across traditional office-based and hybrid working models.
▪ Employees' Perception of Opportunity for
Growth and Intent to continue at the firm
▪ Assessing the shift to hybrid work's effect on employee performance and
Statistic Pre-Hybrid Post-Hybrid
satisfaction is crucial due to challenges like tool reliance, security
Mean 6.26 6.47 concerns, and relationship issues.
▪ This employee survey gathered responses against ten questions that
Variance 1.4293 2.9613 tracked employee performance and satisfaction levels in the traditional
work setting vis-a-vis the hybrid work environment.
Observations 30 30

t-Stat -0.6323 ▪ P-Value (5.32E-01) exceeds significance level (0.05), indicating inability
to reject the null hypothesis.
T critical one-tail 0.16991 ▪ Observed mean score changes between pre and post hybrid models are
not statistically significant, suggesting consistency in employee
T critical two-tail 0.53214
perspectives across traditional office-based and hybrid working models.