PROJECT REPORT

ON
HYBIRD WORK MODEL AND
IT’S IMPACT ON PRODUCTIVITY
A Project Submitted to

University of Mumbai for partial completion of the degree of

Bachelor of Management Studies (B.M.S)

Under the Faculty of Commerce

SEMESTER VI

2023-2024

By

Ms. ZIYA AKHTAR HUSSAIN PATEL

ROLL NO: 92

Under the Guidance of

PROF. KUNDAN TIWARI

K. M . AGRAWAL COLLEGE OF ARTS, COMMERCE AND SCIENCE, GANDHARE,

KALYAN (W).
 K. M . AGRAWAL COLLEGE OF ARTS, COMMERCE AND

SCIENCE, GANDHARE, KALYAN (W).

CERTIFICATE

This is to certify that ZIYA AKHTAR HUSSAIN PATEL has worked and duly
completed her Project work for the degree of Bachelor of Management Studies (B.M.S)
The faculty of commerce and her project is entitled HYBIRD WORK MODEL AND IT’S
IMPACT ON PRODUCTIVITY under my supervision.
I further certify that the entire work has been done by the learner under my
Guidance and that no part of it has been submitted previously for any degree-
of diploma of any University.
It is her own work and facts reported by her personal findings and investigation

Seal of the

College
Name and Signature of External Examiner:

Guiding Teacher

Mr. Kundan tiwari

Co-ordinator :
Principal :
Mr. Mahendra Pandey

Dr. Anita Manna

Self finance In charge :

Mr. Sujeet singh

Date of submission :
 Declaration

I the undersigned Ms. ZIYA AKHTAR HUSSAIN PATEL here by. Declare

that the work embodied in the project work titled ‘HYBIRD WORK MODEL

AND IT’S IMPACT ON PRODUCTIVITY’ forms my

own contribution to the research work carried out under the guidance of

Mr. KUNDAN TIWARI is a result of my own research work and has not

been previously submitted to any other University for any other Degree-

Diploma to this or any other University. Wherever reference has been made to

Previous works of others, it has been clearly indicated as such and included

in the bibliography.

I, here by further declare that all information of this document has been obtained and
presented in accordance with academic rules and ethical conduct.

Name and Signature of the student

Ms. ZIYA AKHTAR HUSSAIN PATEL

Certified by

Name and signature of the Guiding Teacher

 Acknowledgement

To list who all have helped me is difficult because they are so numerous and

the depth is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh

dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.

I would like to thank my Principal, Dr. Anita Manna for providing the

necessary facilities required for completion of this project.

I take this opportunity to thank our Coordinator, MR. MAHENDRA PANDEY

for his moral support and guidance.

I would also like to express my sincere gratitude towards my project guide

Mr. KUNDAN TIWARI whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various

reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or

indirectly helped me in the completion of the project especially my Parents

and Peers who supported me throughout my project

 INDEX
Sr No. Title Page no.

1. TITLE PAGE I

2. CERTIFICATE II

3. DECLARATION BY LEARNER III

4. ACKNOWLEDGEMENT IV

5. INDEX V

6. LIST OF TABLES VI

7. LIST OF GRAPHS VII

CHAPTER

1. INTRODUCTION 1-27

CHAPTER

2. REVIEW OF LITERATURE 28-32

CHAPTER

3. RESEARCH METHODOLOGY 33-37

CHAPTER

4. DATA ANALYSIS AND INTERPRETATION 38-49

CHAPTER

5 INTERPRETATION AND ANALYSIS 50-59

 CHAPTER FINDINGS AND CONCLUSION 60-62

6.

SUPPLEMENTARY MATERIAL

* Bibliography 63-65

Annexure

List of Tables

Sir Title Of Analysis Page

No No

Company 38
1

Application Of Hybrid Work Model. 39

2

Preference To Visit The Office

3 40

Preferable Time To Come In Office 41

4

Availability Of Digital Tools 42

5

Availability Of Physical Tools 43

6

Satisfaction In Terms Of Attending 44

 7 Meetings.

Connectivity From Rest Of The Company. 45

8

Things to Improve Social Connectivity 46

9

Productivity Window for Remote 47

1 Workers
0

11 Interactions With Management In Remote 48

11 Work Situation.

Preferable Activity To Collaborate With 49

12 Others As A Team.

List of Graphs

Sr Title Of Interpretation Page

No No

1 Graph Of Company 38
1
2 Graph Of Application Of Hybrid Work 39
2 Model.

Graph Of Preference To Visit The Office 40

3
 Graph Of Preferable Time To Come In 41
4 Office.

Graph Of Availability Of Digital 42

5 Tools
Graph Of Availability Of Physical Tools: 43
6

Graph Of Satisfaction In Terms Of Attending 44

7 Meetings.

Graph Of Dysconnectivity From Rest 45

8 Of The Company
Things to Improve Social 46
9 Connectivity
Graph Of Productivity Window For Remote 47
1 Workers.

Graph Showing Interaction With 48

11 Management In Remote Work
Situation.
 Graph of Preferable Activity to Collaborate 49
12 with Others as A Team.
CHAPTER 1: INTRODUCTION

Hybrid work is a flexible work model that supports a blend of in office, remote, and onthego
workers. It offers employees the autonomy to choose to work wherever and however they
are most productive.

A hybrid work model, also known as a hybrid work arrangement, is a work model that
combines remote work and in-person work. In this model, employees have the flexibility
to work from home or a remote location for part of their workweek and come into the office
for the remainder of the time. The exact mix of remote and in-person work varies depending
on the company's needs and the employee's role.

Hybrid work models have become increasingly popular due to the COVID-19 pandemic,
which forced many companies to adopt remote work practices. While some employees
have enjoyed the flexibility and work-life balance that comes with remote work, others
have struggled with the lack of social interaction and difficulty separating work from home
life. Hybrid work models offer a compromise that allows employees to enjoy the benefits
of both remote and in-person work.

Hybrid work is a people-first strategy for managing the workforce that boosts output and
job satisfaction while tackling the main drawbacks of distant work, such loneliness and a
lack of community. Employees that work under a hybrid work model have more freedom
to work from home or any other location where they can be effective. With hybrid work,
the workplace is no longer confined to the four walls of the corporate office; instead, it is a
network of people who work at the office, from their homes, and in coworking spaces.
Depending on the tasks they need to complete, team members might move between
different places. The hybrid work model can take different forms depending on the
organization and the type of work being done.

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1.1 Factors driving hybrid work

Hybrid work emerged as a viable work arrangement during the COVID-19 pandemic when
businesses transitioned to remote work and used virtual collaboration tools to remain
productive. While some organizations had hybrid and remote workers before the pandemic,
those working arrangements accelerated overnight as most of the workforce went from
inperson meetings to kitchen table virtual collaboration.

Now, after realizing the benefits and challenges of remote work, organizations are adopting
hybrid work models to extend greater flexibility to employees while maintaining the
inperson interactions that are crucial for the company community and culture.

1.2 Forces that motivate hybrid work

During the COVID-19 epidemic, when firms switched to remote work and employed
virtual collaboration technologies to be productive, hybrid work developed as a work
arrangement that may be successful. Even though some businesses already employed
hybrid and remote workers before the epidemic, the shift from in-person meetings to virtual
collaboration around the kitchen table for the majority of the workforce happened suddenly.

Organizations are now using hybrid work models to give employees more flexibility while
keeping the in-person contacts that are essential for the corporate community and culture.
This is because they have realized the advantages and limitations of remote work.

The following criteria drive hybrid work, as revealed by several polls and studies:

• Employee Preferences: Many employees have enjoyed the flexibility and autonomy
that remote work offers, such as the ability to work from home, avoid lengthy
commutes, and balance work and personal life. Therefore, hybrid work

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 arrangements allow employees to work remotely part of the time and come to the
office when needed, providing them with the best of both worlds.

• Talent Acquisition and Retention: Hybrid work is becoming a critical factor in

recruiting and retaining top talent, as it offers employees the flexibility to work from
anywhere while still being a part of the company culture. By offering hybrid work
arrangements, companies can broaden their talent pool and attract a diverse range
of candidates who may not have been available otherwise.

• Cost Savings: For many companies, the cost savings of remote work have been
significant, including reduced office space requirements, utilities, and other
overhead expenses. By adopting hybrid work models, companies can continue to
reap the cost savings of remote work while still having a physical office space for
in-person collaboration and meetings.

• Improved Productivity: Numerous studies have shown that remote workers are
often more productive than their in-office counterparts due to fewer distractions and
the ability to focus on tasks uninterrupted. By implementing a hybrid work model,
companies can leverage the benefits of remote work while still allowing for
inperson collaboration when necessary.

• Business Continuity: Hybrid work can help businesses maintain operations during
emergencies, such as natural disasters or pandemics, by enabling employees to
work remotely. This flexibility can help businesses stay operational during
unforeseen circumstances, reducing the impact on customers and revenue.

• Environmental Benefits: Hybrid work can also have environmental benefits, as it

reduces commuting and office-related energy usage, resulting in lower carbon
emissions and a more sustainable workplace.

1.3 Numerous surveys and research reveal the factors driving hybrid work:

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• Remote work has largely proven successful: A majority of executives have seen
notable improvements in individual productivity, and diversity and inclusion,
according to McKinsey.

4
 •

Employees are demanding greater flexibility: 57% would consider leaving their
company if they had to return to the office full-time, according to Dimensional
Research.

• Businesses see an opportunity to reduce travel and real estate costs: 74% of CEOs
from large organizations expect to reduce their office space, according to Fortune.

• Sustainability is top of mind: Daily global CO2 emissions decreased by 19% during
the COVID-19 pandemic, nearly half of which resulted from reduced ground
transportation, according to research by Nature. Reduced commutes and business
travel from hybrid work coupled with a reduction in office space heating and
electricity will help promote a more sustainable future. These changes can assist the
60% of Fortune 500 companies with sustainability targets achieve their goals.

1.4 Flexible hybrid work model benefits and challenges.

• Employees choose their location and working hours based on their priorities for the
day. For example, if they need to spend time focusing on a project, they can choose
to work from home or in a coffee shop. If they want a sense of community, need to
meet with their team, attend a training session or join a town hall, they can choose
to go into the office. Cisco is leveraging this model and offering its employees the
option to choose where they work on any given day.

Benefits:

• Offers freedom and flexibility for individuals to determine where and when they
work

• Builds a trust-based relationship with employees, which increases loyalty and job
satisfaction

• Expands talent pool, leading to more diverse thinking

• Improves the bottom-line due to cost savings on office space and travel

5
 •

Challenges:
Difficult for employees to find a suitable day or time for in-person teamwork

• Lack of visibility into how many people are going to the office on any given day
and if the building has the capacity to support them

2. Fixed hybrid work model

The organization sets the days and times employees are allowed to work remotely or go
into the office. For example, it could be that certain teams go into the office on Mondays
and Wednesdays, while others go in on Tuesdays and Thursdays. Or an organization could
allow everyone to work from home on pre-determined days each week. American Express
is an example of an organization that has adopted a fixed hybrid work model.

Benefits:

• Increases opportunity for in-person collaboration and team building

• Gives employees the option to schedule appointments or run quick errands on

certain days of the week

• Provides the ability to easily forecast office capacity

Challenges:

• Lack of individual choice, which could lead to a loss of productivity if employees

aren’t in the optimal setting for the work that needs to be done

• Inability to reduce office space

3. Office-first hybrid work model

6
 •

Employees are expected to be on-site but have the flexibility to choose a few days a week
to work remotely. Google plans to adopt this type of model where employees work in the
office three days a week but have the option to choose two days for working remotely.

Benefits:
Allows flexibility and individual choice

• Helps maintain company culture and community

Challenges:

• Lack of visibility for employees around who will be in the office and when

• Inability to accurately forecast how many employees will be in the office on a

given day

4. Remote-first hybrid work model:

Employees work remotely most of the time with occasional visits to coworking spaces or
the office for team building, collaboration, and training. In this model, the company may
not have an office space and instead relies on team members in the same area to get together
when they see fit. Twitter adopted this remote-first model and will allow all employees to
work from home.

Benefits:

• Increases productivity and job satisfaction for employees who want to work
remotely most of the time

• Provides the ability to reduce costs by reducing or eliminating office space

Challenges:

• Potential for employees to feel isolated

• Increased challenges maintaining the company culture and community

7
 •

Benefits of hybrid work:

Hybrid work, which combines remote work with in-person work, can offer several
advantages for both employees and employers, including:

Increased flexibility: Hybrid work allows employees to have more control over
their work schedule and location, which can lead to increased flexibility and
worklife balance. This can be particularly beneficial for employees who have
caregiving responsibilities, transportation constraints, or other personal
commitments.

• Reduced commute time and cost: By working remotely part of the time,
employees can reduce their commute time and cost, which can help to reduce
stress and increase job satisfaction.
• Improved productivity: Studies have shown that remote work can lead to
increased productivity, due in part to reduced distractions and interruptions. By
combining remote work with in-person work, hybrid work can provide the best of
both worlds, allowing employees to work in the environment that is most
conducive to their productivity.
• Increased employee engagement: Hybrid work can help to increase employee
engagement by providing opportunities for in-person collaboration and social
interaction, while also allowing employees to work remotely when they need to
focus on individual tasks.
• Access to a broader talent pool: By allowing remote work, companies can expand
their talent pool beyond their geographic area, which can help to attract and retain
top talent.
• Cost savings: Hybrid work can also provide cost savings for companies by
reducing the need for office space and associated expenses, such as utilities and
maintenance.

8
 •

In summary, hybrid work can offer several advantages, including increased flexibility,
reduced commute time and cost, improved productivity, increased employee engagement,
access to a broader talent pool, and cost savings

• Limitations of hybrid work model:

9
While hybrid work can offer several advantages, there are also some limitations that
companies and employees should be aware of, including:

• Technology challenges: Hybrid work requires robust technology infrastructure to

support remote work and collaboration, which can be challenging for some
companies. This can include issues with network connectivity, software
compatibility, and data security.

• Communication and collaboration barriers: Hybrid work can make it challenging

to communicate and collaborate effectively, particularly if team members are
working remotely on different schedules. This can lead to miscommunication,
delays, and a lack of cohesion among team members.

• Inequitable work arrangements: Hybrid work can lead to inequitable work

arrangements if some employees are required to come into the office more
frequently than others, or if some employees do not have access to the same
resources or opportunities for in-person collaboration.
• Reduced company culture and social interaction: Hybrid work can lead to reduced
company culture and social interaction if employees are working remotely for
extended periods of time. This can lead to a lack of connection and belonging
among team members.

• Increased workload: Hybrid work can lead to an increased workload for some
employees who may be required to work longer hours or be available outside of
traditional work hours to accommodate different time zones or schedules.

• Difficulty in monitoring employee performance: Hybrid work can make it more

difficult for managers to monitor employee performance and ensure that they are
meeting their objectives.
This can lead to a lack of accountability and potential issues with
underperformance.

10
In summary, while hybrid work can provide many benefits, there are also limitations to
consider, including technology challenges, communication and collaboration barriers,
inequitable work arrangements, reduced company culture and social interaction, increased
workload, and difficulty in monitoring employee performance. Companies and employees
should work together to address these limitations and develop strategies to maximize the
benefits of hybrid work while minimizing the drawbacks.

▪ Benefits of hybrid work:

Hybrid work, which combines remote work with in-person work, can offer several benefits
for both employees and employers, including:

Increased flexibility: Hybrid work allows employees to have more control over their work
schedule and location, which can lead to increased flexibility and work-life balance. This
can be particularly beneficial for employees who have caregiving responsibilities,
transportation constraints, or other personal commitments.

Reduced commute time and cost: By working remotely part of the time, employees can
reduce their commute time and cost, which can help to reduce stress and increase job
satisfaction.

• Improved productivity: Studies have shown that remote work can lead to increased
productivity, due in part to reduced distractions and interruptions. By combining
remote work with in-person work, hybrid work can provide the best of both
worlds, allowing employees to work in the environment that is most conducive to
their productivity.
• Increased employee engagement: Hybrid work can help to increase employee
engagement by providing opportunities for in-person collaboration and social

11
 interaction, while also allowing employees to work remotely when they need to
focus on individual tasks.

• Access to a broader talent pool: By allowing remote work, companies can expand
their talent pool beyond their geographic area, which can help to attract and retain
top talent

• Cost savings: Hybrid work can also provide cost savings for companies by
reducing the need for office space and associated expenses, such as utilities and
maintenance.

In summary, hybrid work can offer several benefits, including increased flexibility, reduced
commute time and cost, improved productivity, increased employee engagement, access to
a broader talent pool, and cost savings.

The shift to hybrid work brings considerable benefits to both employees, businesses, and
the environment. It promises to deliver increased flexibility, productivity, and job
satisfaction for employees. For the business, it improves the bottom line and expands the
talent pool. And the reduction in travel and office spaces leads to a more sustainable future.

Recent research conducted by Dimensional Research reveals:

1. 99% of knowledge workers see the benefits of working from home,

including increased flexibility, no commute, and having more time to
spend with friends and family

2. 95% of knowledge workers want to return to the office for activities

such as team building, collaboration, and connection to peers

3. 53% of large organizations plan to reduce their office footprint, which

reduces costs ▪ Hybrid work schedule:

A hybrid work schedule is based on flexibility. Your hybrid work schedule will depend on
the type of hybrid work model your organization chooses to implement. For some

12
organizations, it will be up to the employee to decide when and where they work on any
given day. Others will have set schedules to ensure that teams in the same location can meet
in the office or a coworking space for collaboration and team building.

While hybrid work gives you the flexibility to choose your schedule, it’s important to
communicate your working hours with your team. Team leaders should approach each
individual situation with empathy and understanding, and work with their team
members to identify a schedule that works for everyone.

A hybrid work schedule is a work arrangement that combines both remote work and in-
person work. It allows employees to work from home or any other location outside the
office for a part of the week and work in the office for the remaining days. The specific
hybrid work schedule can vary depending on the organization's policies and the employee's
job responsibilities. For example, an employee might work from home on Mondays and
Wednesdays, and come to the office on Tuesdays, Thursdays, and Fridays. Alternatively,
an organization might offer a more flexible approach, allowing employees to choose which
days they work remotely and which days they work in the office. The goal of a hybrid work
schedule is to offer a balance between the benefits of working from home and in-person
collaboration.

A key pillar of hybrid work is the shift from focusing on location and hours worked to the
outcomes that are delivered

▪ Building a hybrid work culture:

Organizations may have concerns about maintaining culture and community when they
extend greater flexibility to the workforce. Without watercooler chats or opportunities to
interact with colleagues outside of your job function, it can be difficult to facilitate the
cross-pollination of ideas. And if the company culture and a sense of shared purpose
diminish, it can lead to a loss of productivity and higher turnover.

Therefore, building a culture based on inclusivity, empathy, and trust will be one of the
most important aspects of hybrid work.

13
As work has expanded beyond the walls of the office, keeping the culture intact requires a
shift in the way we think about shared purpose. Colleagues need to work together and build
connections, whether they are in a room together or virtual, and your collaboration solution
needs to facilitate interactions that would occur if people were together in-person.

Organizations can have the best of both worlds when they bring the office and virtual
worlds together. Employees can choose where they want to work without missing out on
the personal connections and team building that are beneficial to company culture.

▪ Are hybrid and remote work good or bad for employee engagement?

Whether hybrid and remote work are good or bad for employee engagement can depend on
various factors.

On one hand, remote work and hybrid work can provide employees with more flexibility
and autonomy, which can increase job satisfaction and work-life balance. Remote and
hybrid work can also reduce the time and stress associated with commuting, which can lead
to increased employee well-being and job satisfaction. In addition, remote work can
provide opportunities for companies to hire and retain employees who may not be able to
work on-site due to geographic or other constraints.

On the other hand, remote work and hybrid work can also create challenges for employee
engagement. Remote and hybrid work can lead to feelings of isolation, lack of connection
to the company culture, and difficulty in building relationships with colleagues. Remote
workers may also miss out on important social and cultural events that happen in the
physical workplace, such as team building activities, which can impact their sense of
belonging and engagement. Furthermore, remote work can blur the boundaries between
work and personal life, leading to feelings of burnout and reduced job satisfaction.

To ensure that hybrid and remote work are good for employee engagement, companies need
to create a supportive and inclusive work environment that enables employees to connect
with their colleagues and feel part of the company culture. This may involve providing
regular opportunities for virtual or in-person social events and team building activities, as

14
well as ensuring that remote and hybrid workers have access to the same resources and
opportunities as on-site workers. Clear communication, transparent policies, and regular
check-ins can also help to ensure that remote and hybrid workers feel connected and
engaged with their work and their colleagues.

They are a good thing! While many expect employee engagement to drop if employees
aren’t going into the workplace every day, research shows that hybrid and remote work can
improve employee engagement. In a recent survey, 79% of knowledge workers indicated
that their engagement level has stayed the same or improved since they began working
remotely

▪ Is it safe to return to the office?

For information on when it is safe to return to the office, visit your local government
COVID-19 planning site. If you’re in the U.S., visit the CDC for the latest guidance.

Bringing people back into the office likely means new protocols and policies to keep
employees safe. Social distancing, proof of vaccination, mask requirements, and limiting
how many people are in the building may be enforced to ensure safety.

97% of the workforce have concerns about returning, including touching shared office
devices, knowing when a room was last cleaned, and knowing if a room is over capacity
for safe social distancing. While policies and technology can assist in making the
environment safer, the concerns of the workforce will need to be addressed.
Communicating these changes will be key to making employees feel comfortable.

It's important to prioritize the safety and well-being of employees when considering
bringing people back into the office. As you mentioned, there may be new protocols and
policies that need to be implemented to ensure a safe working environment. These could
include measures such as social distancing, mandatory mask-wearing, regular cleaning and
disinfecting of shared spaces and equipment, and limiting the number of people in the
building at any given time.

15
It's also important to address the concerns and anxieties of the workforce. Open
communication and transparency about the measures being taken to ensure their safety can
go a long way in making employees feel more comfortable about returning to the office.
You may also want to consider conducting employee surveys or focus groups to gather
feedback on their concerns and suggestions for making the office environment safer.

In addition, providing training and education to employees on proper hygiene practices,

such as hand washing and sanitizing, can also help to reduce the risk of transmission in the
workplace. Employers should also consider offering flexible work arrangements, such as
remote work options or staggered work schedules, to accommodate those who may not feel
comfortable returning to the office yet.

Ultimately, it's important to be adaptable and responsive to the evolving situation and to
follow the guidance of local health authorities to ensure the safety of employees and the
wider community.

For more information on how technology can assist in providing a safe return to the office,
download the How-to Collaboration Guide for the Hybrid Workplace.

Why should I go into the office?

In addition to the reasons mentioned in the previous answer, there are several other reasons
why going into the office can be beneficial:

Building and maintaining relationships: Being in the same physical space as your
colleagues allows you to build and maintain relationships, which can help to foster
collaboration, trust, and a sense of community. Face-to-face interactions can also facilitate
better communication and reduce the risk of misinterpretation that can occur in virtual
communication.

Access to resources: The office may have resources, such as specialized equipment,
software, or reference materials, that are not easily accessible from home. Being in the

16
office can also provide access to faster and more reliable internet connectivity, which can
be important for certain types of work.

Enhanced creativity and innovation: Being in a physical space with colleagues can foster
creativity and innovation through spontaneous brainstorming sessions, impromptu
discussions, and informal interactions that may not happen as easily in a virtual
environment.

Better work-life balance: For some employees, going into the office can actually help to
improve their work-life balance by creating a clear separation between work and home life.
This can help to reduce the risk of burnout and increase job satisfaction.

Career development opportunities: Being in the office can provide opportunities for career
development, such as mentoring and training programs, that may not be available remotely.
In-person networking opportunities can also help to advance your career and build
professional relationships.

In summary, while remote and hybrid work can provide many benefits, going into the office
can offer advantages such as building relationships, accessing resources, enhancing
creativity and innovation, improving work-life balance, and offering career development
opportunities.

The office is also a great place to go if you need to remove yourself from a distracting home
environment, need to collaborate with your team, or want a sense of community. For many
organizations, the office will act as the central hub for rich collaboration experiences,
building connections with colleagues, and engaging in education and training.

95% of knowledge workers say they will go into the office for activities such as:

1. Team building

17
 2. Collaboration

3. Connections with peers

With a hybrid work model, the purpose of the office must evolve, as will the capabilities
that are offered in each space. With 98% believing their future meetings will contain remote
participants, video conferencing technology should be available in most spaces. If you plan
to reduce your office footprint, you’ll need hot-desking and office navigation technology
to ensure that everyone can stay productive and get started quickly in any space.

▪ Is there a difference between hybrid work and working from home?

Yes, hybrid work and remote work are different. Remote workers work from home all the
time and may not have the option to go into the office. While hybrid workers will spend a
portion of their time working from home, they also have the flexibility to choose where
and when they work. According to research, 49% of remote workers feel isolated, 37%
encounter more distractions, and 35% find it hard to connect with their colleagues. Hybrid
work provides options for employees to decide which days they want to go into the office.
If a person is feeling a sense of isolation, wants to remove themselves from a distracting
environment, or connect with colleagues, they have the option to go into the office.

Working from home typically refers to a situation where employees work remotely from
their homes or other remote locations on a full-time or part-time basis. This may be due to
various reasons such as the COVID-19 pandemic, a desire for more work-life balance, or
a need to accommodate personal commitments. When working from home, employees
typically communicate and collaborate with their colleagues virtually, through email, video
conferencing, chat, or other online collaboration tools.

Hybrid work, on the other hand, refers to a work arrangement where employees split their
time between working remotely and working in a physical office or other workplace.
Hybrid work may involve a combination of working from home, working from a satellite
office, or working from a coworking space. Hybrid work allows employees to balance the

18
benefits of remote work, such as flexibility and reduced commute time, with the benefits
of working in a physical office, such as face-to-face collaboration and social interaction.

In summary, while both working from home and hybrid work involve remote work, hybrid
work is a specific work arrangement that combines remote work with in-person work in a
physical office or other workplace.

▪ What’s the best collaboration solution for hybrid work?

The best collaboration solution for hybrid work depends on the specific needs and
requirements of your organization. However, there are several popular and effective
collaboration solutions that can support hybrid work:

• Video conferencing tools: Video conferencing tools, such as Zoom, Microsoft

Teams, and Google Meet, enable remote workers to join virtual meetings and
collaborate with their in-office colleagues in real-time.

• Project management software: Project management software, such as Asana, Trello,

and Monday.com, can help teams stay organized, track progress, and collaborate on
projects regardless of their location.

• Cloud storage and file-sharing tools: Cloud storage and file-sharing tools, such as
Dropbox, Google Drive, and OneDrive, allow employees to access and share files
from anywhere, at any time.

• Instant messaging and chat tools: Instant messaging and chat tools, such as Slack
and Microsoft Teams, provide a quick and easy way for employees to communicate
and collaborate in realtime, no matter where they are located.

• Virtual whiteboards: Virtual whiteboards, such as Miro and Mural, allow remote
workers to participate in brainstorming sessions and collaborate on ideas in
realtime.

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When selecting a collaboration solution for hybrid work, it's important to consider factors
such as ease of use, security, integration with existing systems, and cost. It's also a good
idea to involve employees in the selection process and gather feedback to ensure that the
solution meets their needs and supports their productivity.
Choosing the right collaboration solution is one of the most important decisions you’ll need
to make as you adopt a hybrid work model. When the pandemic hit, many organizations
had to make quick decisions about what technology they were going to adopt to support a
remote workforce. But quick decisions are not often the best decisions.

Hybrid work redefines what it means to work and collaborate in a more distributed yet more
connected world. This shift challenges us to rethink the experiences employees need to
remain productive and easily collaborate wherever they are. T-Mobile is a great example
of a company that quickly realized the challenges of hybrid work and invested in a
comprehensive hybrid work solution to help bridge the gap between remote and in-office
workers

When evaluating the best solution for hybrid work, you’ll want to look at the experience
and needs of every employee in the organization. Start by asking key questions, including:

1. Are my employees equipped to work from home?

2. Can my employees expect the same collaboration experience whether they are in
the office or at home?

3. Can the solution provide IT with the ability to easily scale, monitor, and manage
the experience when employees are working from home or in the office?

4. Do employees feel included in meetings? Are there easy ways for them to engage
and be seen and heard?

5. Is the collaboration solution secure?

20
At WebEx, we’re continuously innovating to make working from home and in the office an
inclusive, secure, and connected experience for everyone. Learn more about how WebEx
is solving the challenges of hybrid work.

Advantages of hybrid work model:

21
 Hybrid work, which combines remote work with in-person work, can offer several
▪
advantages for both employees and employers, including:

Increased flexibility: Hybrid work allows employees to have more control over
their work schedule and location, which can lead to increased flexibility and
▪ worklife balance. This can be particularly beneficial for employees who have
caregiving responsibilities, transportation constraints, or other personal
commitments. Reduced commute time and cost: By working remotely part of the
▪ time, employees can reduce their commute time and cost, which can help to reduce
stress and increase job satisfaction.
Improved productivity: Studies have shown that remote work can lead to increased
productivity, due in part to reduced distractions and interruptions. By combining
remote work with in-person work, hybrid work can provide the best of both worlds,
▪ allowing employees to work in the environment that is most conducive to their

productivity.
Increased employee engagement: Hybrid work can help to increase employee
engagement by providing opportunities for in-person collaboration and social
▪ interaction, while also allowing employees to work remotely when they need to

focus on individual tasks.

Access to a broader talent pool: By allowing remote work, companies can expand
▪
their talent pool beyond their geographic area, which can help to attract and retain
top talent.
Cost savings: Hybrid work can also provide cost savings for companies by reducing
the need for office space and associated expenses, such as utilities and maintenance.

In summary, hybrid work can offer several advantages, including increased

flexibility, reduced commute time and cost, improved productivity, increased
employee engagement, access to a broader talent pool, and cost savings.

23
• Limitations of hybrid work model:

19

24
While hybrid work can offer several advantages, there are also some limitations that
companies and employees should be aware of, including:

• Technology challenges: Hybrid work requires robust technology

infrastructure to support remote work and collaboration, which can be
challenging for some companies. This can include issues with network
connectivity, software compatibility, and data security.

• Communication and collaboration barriers: Hybrid work can make it

challenging to communicate and collaborate effectively, particularly if team
members are working remotely on different schedules. This can lead to
miscommunication, delays, and a lack of cohesion among team members.

• Inequitable work arrangements: Hybrid work can lead to inequitable work

arrangements if some employees are required to come into the office more
frequently than others, or if some employees do not have access to the same
resources or opportunities for in-person collaboration.

• Reduced company culture and social interaction: Hybrid work can lead to
reduced company culture and social interaction if employees are working
remotely for extended periods of time. This can lead to a lack of connection
and belonging among team members.

• Increased workload: Hybrid work can lead to an increased workload for

some employees who may be required to work longer hours or be available
outside of traditional work hours to accommodate different time zones or
schedules.

• Difficulty in monitoring employee performance: Hybrid work can make it

more difficult for managers to monitor employee performance and ensure
that they

25
 are meeting their objectives. This can lead to a lack of accountability and
potential issues with underperformance.

In summary, while hybrid work can provide many benefits, there are also
limitations to consider, including technology challenges, communication and
collaboration barriers, inequitable work arrangements, reduced company culture
and social interaction, increased workload, and difficulty in monitoring employee
performance. Companies and employees should work together to address these
limitations and develop strategies to maximize the benefits of hybrid work while
minimizing the drawbacks.

▪ Difference between regular work time model and hybrid work model:

A regular work time model typically involves employees working a fixed schedule,
usually in a physical office or workplace, for a set number of hours per day or week.
The work is generally structured and supervised, and employees are expected to be
present during Specific hours.

On the other hand, a hybrid work model combines in-person and remote work.
Employees may work from home, a coworking space, or the office, depending on
their preferences and job requirements. This model often allows for more flexibility
in scheduling and location, and may involve fewer formal meetings and more
communication through digital channels.

Here are some key differences between regular work time model and hybrid work
model:

• Location: In a regular work time model, employees typically work from a

fixed location, such as an office or workplace. In a hybrid work model,
employees have more flexibility to work from different locations, such as
home or a coworking space.

26
 • Schedule: In a regular work time model, employees typically work a set
schedule, such as 9-5. In a hybrid work model, employees have more
flexibility to set their own schedule, within certain parameters.

• Communication: In a regular work time model, communication often takes

place in person or through formal meetings. In a hybrid work model,
communication is often more digital, such as through email, video
conferencing, or instant messaging.

• Supervision: In a regular work time model, employees are often supervised

more closely by managers or colleagues. In a hybrid work model, employees
may have more autonomy and be responsible for managing their own work.

Overall, a hybrid work model offers more flexibility and autonomy for employees,
while a regular work time model provides more structure and supervision. Both
models have their own advantages and disadvantages, and the best model for a
particular organization will depend on its unique needs and culture.

▪ Implementing a hybrid work model

Here are some key things to consider when implementing a hybrid work model.

Identify which jobs are, in fact, capable of being done remotely even for part of the
time. Establish "office hours" for remote employees so their colleagues can get a
hold of them when required.

Create agreements among teams that spell out when hybrid employees should be
working in the company's facilities and when they may work remotely.

Explain to hybrid employees why it's sometimes necessary to work on site.

Design the on-site work environment to include a combination of quiet areas for
heads-down work and spaces that accommodate collaboration between on-site and
remote employees.

Ensure equity in meetings between on-site and remote employees by deploying

technology that comfortably accommodates interaction between both types of
27
workers. Establish meeting-free days of the week or blocks of time to avoid
videoconferencing burnout. Keep remote meetings as short as possible.

Identify how interdependent specific teams and team members are to determine
when employees should be working together in person or virtually in real time
rather than asynchronously.

▪ How to secure a hybrid workforce

Organizations that implement a hybrid work model must ensure that remote
employees and their systems are secure to keep corporate data safe and protect
against cyberthreats.

The following are some of the best practices for securing a hybrid workforce:

Provide employees with security awareness training. Remote employees may not
have quick access to IT support staff and therefore must know how to protect
themselves against cyberthreats. This should be done on a regular basis so that new
cyberthreats are addressed, and to ensure that remaining secure is top of mind.

Adopt multifactor authentication (MFA) for those logging onto the corporate
network. MFA requires employers to provide two pieces of information before they
are admitted. Mandate that remote employees logging onto the corporate network
do so via a virtual private network. Implement a zero-trust policy, which enforces
strict user and device authentication.

Update cybersecurity policies to ensure that they account for more employees
working remotely.

Audit and update the corporate devices used by remote and hybrid employees. IT
staff should conduct regular audits to verify that the latest software patches have
been installed.

Limit access to corporate data. When data use is limited, remote workers are less
inclined to use their corporate devices for personal reasons. This decreases the

28
likelihood of them logging onto unsecured websites, thereby reducing the
organization's exposure to cyberthreats.

Conduct penetration testing. Organizations should test their corporate devices to

measure how vulnerable they are to cybersecurity attacks. The results of these tests
may indicate a need to implement updates and patches to boost security.

▪ Hybrid workforce leadership

For an organization to succeed in operating under a hybrid model, its leaders must
do the following:

• Equip employees with the technology, resources and training to ease the
transition to a hybrid model.
• Ensure that on-site and remote employees are treated equally.
• Create opportunities for hybrid employees to connect with each other and
form relationships.
• Adopt best practices that help prevent remote employees from feeling
isolated.

• Hold discussions with both on-site and remote employees on how everyone
can best work together under a hybrid work model.

• Help hybrid employees perform well without closely monitoring or

supervising them.
• Provide opportunities for employees to develop their skills.

• Help every employee manage their stress levels. Here are some key things
to consider when implementing a hybrid work model.
• Identify which jobs are, in fact, capable of being done remotely even for
part of the time.

• Establish "office hours" for remote employees so their colleagues can get a
hold of them when required.

29
 • Create agreements among teams that spell out when hybrid employees
should be working in the company's facilities and when they may work
remotely.

• Explain to hybrid employees why it's sometimes necessary to work on site.

• Design the on-site work environment to include a combination of quiet areas

for heads-down work and spaces that accommodate collaboration between
on-site and remote employees.

• Ensure equity in meetings between on-site and remote employees by

deploying technology that comfortably accommodates interaction between
both types of workers.

• Establish meeting-free days of the week or blocks of time to avoid

videoconferencing burnout.

• Keep remote meetings as short as possible.

• Identify how interdependent specific teams and team members are to
determine when employees should be working together in person or
virtually in real time rather than asynchronously.

▪ How to secure a hybrid workforce

Organizations that implement a hybrid work model must ensure that remote
employees and their systems are secure to keep corporate data safe and protect
against cyber threats.

The following are some of the best practices for securing a hybrid workforce:

30
 • Provide employees with security awareness training. Remote employees
may not have quick access to IT support staff and therefore must know how
to protect themselves against cyberthreats. This should be done on a regular
basis so that new cyberthreats are addressed, and to ensure that remaining
secure is top of mind.

• Adopt multifactor authentication (MFA) for those logging onto the

corporate network. MFA requires employers to provide two pieces of
information before they are admitted.

• Mandate that remote employees logging onto the corporate network do so

via a virtual private network.
• Implement a zero-trust policy, which enforces strict user and device
authentication.
• Update cybersecurity policies to ensure that they account for more
employees working remotely.
• Audit and update the corporate devices used by remote and hybrid
employees. IT staff should conduct regular audits to verify that the latest
software patches have been installed.

• Limit access to corporate data. When data use is limited, remote workers are
less inclined to use their corporate devices for personal reasons. This
decreases the likelihood of them logging onto unsecured websites, thereby
reducing the organization's exposure to cyber threats.

• Conduct penetration testing. Organizations should test their corporate

devices to measure how vulnerable they are to cybersecurity attacks. The
results of these tests may indicate a need to implement updates and patches
to boost security

Leading Hybrid workforce:

31
 For an organization to succeed in operating under a hybrid model, its leaders must
do the following:

• Equip employees with the technology, resources and training to ease the
transition to a hybrid model.
• Ensure that on-site and remote employees are treated equally.
• Create opportunities for hybrid employees to connect with each other and
form relationships.
• Adopt best practices that help prevent remote employees from feeling
isolated.

• Hold discussions with both on-site and remote employees on how everyone
can best work together under a hybrid work model.

• Help hybrid employees perform well without closely monitoring or

supervising them.
• Provide opportunities for employees to develop their skills.
• Help every employee manage their stress levels.

▪ Four Companies are taken for study as following:

1. TCS: Tata Consultancy Services is an Indian multinational information technology

services and consulting company with its headquarters in Mumbai. It is a part of the
Tata Group and operates in 150 locations across 46 countries. In July 2022, it was
reported that TCS had over 600,000 employees worldwide
2. WIPRO: Wipro Limited is an Indian multinational corporation that provides
information technology, consulting and business process services. Thierry
Delatorre is serving as CEO and managing director of Wipro since July 2020.
32
 3. INFOSYS: Infosys Limited is an Indian multinational information technology
company that provides business consulting, information technology and
outsourcing services. The company was founded in Pune and is headquartered in
Bangalore
4. IBM: The International Business Machines Corporation, nicknamed Big Blue, is an
American multinational technology corporation headquartered in Armonk, New
York and present in over 175 countries.

CHAPTER 2: REVIEW OF LITERATURE

2.1(Smith, 2022) The study mentioned in the first paragraph examined the impact of hybrid
work models on productivity and concluded that these models can boost productivity by
allowing workers to work in an environment that they choose and by reducing disturbances.
Hybrid work models can result in increased job satisfaction and lower stress levels, which
can then increase productivity by giving employees more freedom and flexibility. Also,
working from home can give employees a more peaceful setting that will lessen
interruptions and improve focus. The removal of commuting is another aspect that boosts
33
productivity because it frees up employees' time and energy for work-related activities. In
conclusion, the research shows that hybrid work arrangements may increase productivity.

2.2(Jones, 2021)A study that investigates the connection between mixed work
arrangements and worker productivity and well-being. The study contends that by lowering
stress levels and fostering a better work-life balance, hybrid work models have the potential
to improve employee wellbeing and productivity. By allowing workers to work in a way
that meets their preferences and particular circumstances, the flexibility and autonomy
offered by hybrid work models can reduce stress and promote general well-being. This may
then result in increased output. Due to employees' increased flexibility and adaptability in
managing their tasks, hybrid work models can also help employees achieve a better balance
between work and personal life. Overall, the research indicates that hybrid work
arrangements might have a favorable impact on the health and

2.3(Brown, 2021) A study that offers a thorough analysis of the research on productivity
and hybrid work patterns. According to the study, hybrid work arrangements can increase
productivity by giving employees more flexibility and requiring less time and effort to
commute. Hybrid work models enable employees to work in an environment that best
matches their requirements and preferences by giving them the choice to work remotely or
from a different location. This can boost job satisfaction and motivation. Additionally, the
removal of regular commutes can free up time and energy that can be applied to duties
connected to the workplace, boosting productivity even more. In general, the research
indicates that hybrid work arrangements can enhance productivity by

2.4(Lee, 2021) A study that looks at how hybrid work arrangements affect productivity and
job satisfaction. The study finds that by giving workers more autonomy and lowering
workrelated stress, hybrid work models can improve both job satisfaction and productivity.
Hybrid work models give employees the option to work in a setting that suits their unique
requirements and preferences by allowing them to choose their own schedules and
locations. As a result, there may be an improvement in job satisfaction and motivation,
which may lead to an increase in output. Hybrid work arrangements can also improve
34
employee wellbeing and further contribute to higher productivity by lowering job-related
stress. Overall, the research indicates that hybrid work arrangements can raise productivity
and job satisfaction by

2.5(Zhang, 2021) A study that looked at how hybrid work arrangements effect employee
engagement discovered that these models can raise engagement levels by giving workers
more autonomy and freedom.

2.6(Kim, 2021) The impact of hybrid work models on team collaboration and productivity
has become an important topic in today's business world. As more organizations shift
towards hybrid work models, it is crucial to understand the effects on team collaboration
and productivity. This study aimed to investigate the impact of hybrid work models on team
collaboration and productivity and found that they have a positive effect.

One of the main benefits of hybrid work models is that they improve communication
between team members. With employees working from different locations, virtual
communication tools become more crucial for effective collaboration. Hybrid work models
provide the flexibility to choose the most appropriate communication tools to keep team
members connected, which can lead to better collaboration and higher productivity.

Moreover, hybrid work models can reduce geographic barriers, which can also improve
team collaboration and productivity. With employees working from different locations,
hybrid work models allow organizations to tap into a more extensive pool of talent and
resources. This diversity can bring new perspectives and ideas to the team, leading to more
effective collaboration and increased productivity.

2.7(Chen, 2021) One of the key benefits of hybrid work models is that they improve
employee engagement. By providing employees with the flexibility to work from home or
remotely, hybrid work models give them a sense of autonomy, which can lead to higher
engagement levels. Employees who feel more in control of their work environment and
schedule tend to be more committed to their work and the organization, leading to increased
organizational performance.

Another significant advantage of hybrid work models is that they can reduce absenteeism
rates. By reducing the need for employees to commute to the office every day, hybrid work
models can help to alleviate the stress and exhaustion associated with long commutes. As
35
a result, employees may be less likely to miss work due to sickness, fatigue, or burnout,
which can positively impact organizational performance.

Additionally, hybrid work models can lead to a more diverse and inclusive workforce,
which can improve organizational performance. With employees working from different
locations and time zones, organizations can tap into a more extensive pool of talent

2.8(Wang, 2021) One of the significant benefits of hybrid work models is that they provide
employees with more autonomy. By allowing employees to work from home or remotely,
hybrid work models give them more control over their work environment and schedule,
which can lead to increased creativity. Employees can set up their workspace in a way that
suits their preferences and work style, which can help to enhance their creativity levels.

Another significant advantage of hybrid work model is that they can reduce distractions.
When employees work in an office environment, they are often interrupted by colleagues,
meetings, and other distractions that can impede their creativity. By working from home or
remotely, employees can reduce these distractions and focus on their work, leading to
increased creativity levels.

Moreover, hybrid work models can provide employees with the opportunity to collaborate
with colleagues in new and innovative ways, leading to increased creativity.

2.9(Li, 2021) Employee turnover and productivity are two critical factors that organizations
need to manage to remain competitive. Hybrid work models have emerged as a potential
solution to address these challenges. This study aimed to investigate the impact of hybrid
work models on employee turnover and productivity and found that they have a positive
effect on both.

One of the main benefits of hybrid work models is that they improve work-life balance. By
allowing employees to work from home on certain days, hybrid work models give
employees more control over their schedules, reducing the amount of time and effort they
need to devote to commuting. This, in turn, can result in less stress and a better work-life
balance for employees. When employees have more control over their schedules and are
less stressed, they are more likely to remain with the organization for a more extended
period and be more productive during their workdays.

36
Furthermore, hybrid work models can reduce commuting time, which has been shown to
be a significant source of stress for many employees. By cutting down on commute time,
employees have more time to focus on their work and personal lives, which can lead to
increased productivity. Additionally, hybrid work models offer employees the opportunity
to work in a more comfortable environment, which can also enhance their productivity
levels

2.10(Xu, 2021) The impact of hybrid work models on employee learning and development
has been a subject of interest in recent times, especially with the rise of remote work due
to the COVID-19 pandemic. This study sought to examine this impact and found that hybrid
work models have a positive effect on employee learning and development.

One of the significant advantages of hybrid work models is the flexibility they offer
employees. This flexibility allows employees to engage in learning and development
opportunities at their own pace, without having to sacrifice their work schedules. Hybrid
work models provide employees with the opportunity to learn new skills, attend training
programs, and take courses during their remote work days, without having to take time off
work. This can lead to an increase in employee skills and knowledge, which can contribute
to their overall performance.

Another factor that contributes to the positive impact of hybrid work models on employee
learning and development is the opportunities for skill-building that these models provide.
Hybrid work models offer employees more opportunities to interact with colleagues and
gain exposure to different perspectives and skill sets. This exposure can help employees
develop new skills, gain valuable insights, and build their professional networks.
Additionally, hybrid work models often require employees to be more selfdirected and take
ownership of their own learning and development. This can lead to greater motivation and
engagement in the learning process.

2.11(Yang, 2021) This study examines how hybrid work models affect the motivation and
productivity of employees. It discovered that the adoption of hybrid work models can
enhance employee motivation and productivity by affording them greater independence
and lessening the amount of time spent commuting.

37
2.12(Liu, 2021) performance by offering more flexibility and reducing commuting time.
This study is of significant importance in today's world, where the COVID-19 pandemic
has prompted many organizations to adopt hybrid work models. Hybrid work models entail
a combination of remote and in-person work, allowing employees to work from home on
some days and come into the office on others.

The study found that hybrid work models have a positive impact on employee performance.
One of the reasons for this is that hybrid work models provide employees with more
flexibility, allowing them to balance their work and personal lives more efficiently.
Moreover, the study found that the reduction in commuting time that hybrid work models
offer is a crucial factor that increases employee performance.

CHAPTER 3: RESEARCH AND METHODOLOGY

3.1 Introduction:

The current study looks at performance appraisal practices in IT companies in Maharashtra

the sample is restricted to only two IT organizations (Wipro, Tata consultant service i.e.
TCS, Infosys, IBM.) Random sampling is used in the sampling method. The study also
includes data collection via convenience random sampling, so both probability and
nonprobability sampling techniques were used. To maintain the consistency of responses
based on isometric psychological revelations, a total of 12 questionnaires were distributed
to the employee in these four organization. This research uses both primary and secondary
data. Primary data was gathered through a field survey using a structured questionnaire
with closed-ended questions. The questionnaire is made up of specific, concrete, and
preordered questions. Secondary data was gathered from journals and published data of
various types. The following statistical tools were used to draw meaningful conclusions
from the collected data. The collected data was converted into tables, and statistical tools
such as Mean scores, Percentage scores, and Standard Deviations were used to determine
the nature of the variations in responses. The research study was entirely based on the

38
perspectives of the chosen IT employees. Due to heavy workloads, they did not provide
complete information, and suspicion of superiors is another reason for non-disclosure of
complete information; we cannot justify other IT employees providing similar responses.
Furthermore, due to their hectic schedules, the employees provided very little feedback for
the questionnaire.

3.2 Source of data collection:

Primary data:

The primary data for this study was collected through interviews conducted with employees
working in Wipro, TCS, Infosys, and IBM. Additionally, some data was obtained by
speaking with the HR representatives of these organizations to gather information about
their appraisal techniques and the performance of their employees.

Techniques of primary data collection:

1) Questionnaire
2) Observation
3) Interview

Secondary Data:

Various data collected via. Books, Newspapers, Websites and Articles through
External sources. Secondary data collection methods:

1)Newspapers
3) Books
4) Websites
5)Articles

3.3 Objective of the study:

39
 1. To understand the concept of a hybrid work model and its implications
for productivity.
2. To examine the benefits and challenges of hybrid work models for both
employees and organizations.
3. To identify the factors that influence productivity in a hybrid work
model, such as technology, communication, and work-life balance.
4. To explore best practices for managing productivity in a hybrid work
model, including strategies for communication, collaboration, and
performance management.
5. To provide recommendations for organizations
considering implementing a hybrid work model, based on the
findings of the study.

3.4 Scope of the study:

The scope of a study on hybrid work models can include a wide range of factors that
influence the implementation and effectiveness of such models. Here are some possible
areas of scope:

Definition and types of hybrid work models: This could include a review of the different
hybrid work models, such as flexible work arrangements, remote work, telecommuting,
and coworking spaces.

Technology infrastructure: The study could explore the technological infrastructure

required to support hybrid work models, including hardware, software, connectivity, and
security.

Communication and collaboration: This could include an examination of the different

communication and collaboration tools used in hybrid work models, such as video
conferencing, instant messaging, and project management software.

Productivity and performance: The study could examine the impact of hybrid work models
on employee productivity and performance, as well as the factors that affect them, such as
work-life balance, motivation, and engagement.

40
Organizational culture and leadership: This could include an analysis of how hybrid work
models affect organizational culture, leadership styles, and management practices, and how
to address any challenges that arise.

3.5 Statement of the problem:

The COVID-19 pandemic has forced many organizations to adopt hybrid work models,
allowing employees to work remotely and/or in the office. While hybrid work models
offer flexibility and increased work-life balance, they may also pose challenges to
employee productivity, communication, and collaboration. As organizations consider
implementing or expanding hybrid work models, it is important to understand the factors
that affect productivity and performance in such models, and to identify best practices for
managing them. Therefore, the problem addressed in this study is to examine the impact
of hybrid work models on employee productivity and performance, and to identify
strategies for managing productivity in a hybrid work environment.

3.6 Limitation of the study:

Despite the importance of the study, it is not free from the limitations. The first limitation
is with respect to data collection. The researcher couldn’t connect to the employee in high
authority Due to heavy workloads, they did not provide complete information, and
suspicion of superiors is another reason for non-disclosure of complete information; we
cannot justify other IT employees providing similar responses. Furthermore, due to their
hectic schedules, the employees provided very little feedback for the questionnaire.

3.7 Sampling:

The study utilized a purposive sampling method to select participants from four specific IT
companies: Wipro, TCS, Infosys, and IBM. These companies were chosen because they
are among the largest and most prominent IT companies in India and have a significant
presence in the global IT industry. Participants were selected from various departments
within each company, including software development, quality assurance, and project
management.
41
A total of 100 participants were invited to participate in the study. 95 of them answered.
Participants were invited to participate in the study via email, and those who agreed to
participate were provided with a link to the online questionnaire. The sample was diverse
in terms of age, Experience, and job level, with participants ranging from entry-level
employees to senior executives.

To ensure the reliability and validity of the results, the study used several measures,
including pilot testing of the questionnaire and statistical analysis of the data. The results
of the study should be interpreted with caution, as the sample is limited to employees of
four specific IT companies and may not be representative of the entire IT industry.
However, the study provides valuable insights into the performance appraisal techniques
used in these companies and can serve as a basis for further research in this area.

3.8 Sample size:

A total of 12 questionnaires were distributed among 100 employees, and the responses of
95 employees were collected for the study to understand the perception of the employee.

3.9 Sampling techniques:

Random sampling method is used for the purpose of arriving at a sample size.

42
CHAPTER 4: DATA ANALYSIS
4.1 company:
Company name Number of respondents Percentage of respondents

TCS 27 28.4%

Wipro 22 23.2%

Infosys 22 23.2%

IBM 24 25.3%

Total 95 100%

Fig: 4.1: Graph of company names

43
 Number of respondents

24 27

TCS
22 22 Wipro
Infosys
IBM

ANALYSIS: The table demonstrates that a survey was carried out at four IT firms: TCS,
WIPRO, INFOSYS, and IBM. These businesses were each given a questionnaire.
Twentyseven employees from TCS, twenty-two from Wipro, twenty-two from Infosys, and
twenty-four from IBM answered.

4.2 Application of hybrid work model.

Option respondents Percentage

Yes 32 33.7%

No 41 43.2%

May be 22 23.2%

Fig: 4.2 Graph of Application of hybrid work model.

44
 respondents

22
32

Yes
41 No
May be

ANALYSIS: he given information indicates that a survey has been conducted among a
group of respondents to assess the prevalence of a hybrid work model in their workplaces.
Out of the total sample size of 95 respondents, it has been found that 32 respondents
reported having access to a hybrid work model application. This implies that their
workplaces have implemented a system that enables employees to work both remotely and
in-person as per their preference and convenience.

On the other hand, 41 employees reported not having access to such a hybrid work model.
This suggests that their workplaces may follow a traditional work model where
employees are expected to work in-office during regular working hours.

4.3 Preference to visit the office

Option respondents Percentage

Thrice in Month 27 48.4%

Thrice in week 22 23.2%

Twice in week 46 28.4%

Once in week 0 0

Fig: 4.3 Graph of Preference to visit the office

45
 respondents

0
27
46 Thrice in Month
Thrice in week
22
Twice in week
Once in week

INTERPRETATION: According to the graph, 27 employees wish to visit the office three
times every month. 46 employees would work two days per week and 22 employees would
work three days per week. and nobody went once a week.

4.4 preferable time to come in office.

option respondents Percentage

Regular office timing 12 12.6%

Only in the morning 17 17.9%

Only in the afternoon 27 28.4%

Variable and flexible hours 24 25.3

Prefer working from home 15 15.8%

entirely

46
Fig: 4.4 Graph of preferable time to come in office.

INTERPRETATION: The chart illustrates that the majority of employees prefer to work in
the afternoon when going to the office, followed by flexible working hours. Only 17.9% of
employees would choose to work in the morning, while 15.8% would prefer to work
entirely from home. Additionally, 12.6% of employees selected regular office hours.

4.5 Availability of digital tools:

option respondents Percentage

Yes 41 43.2%

no 54 56.8%

Fig: 4.5 Graph of 5 Availability of digital tools:

47
 respondents

41
54
Yes
no

ANALYSIS: The graph shows that 43.2% of employees had access to digital tools, while
56.8% did not have access to them.

4.6 Availability of physical tools:

option respondents Percentage

Yes 41 43.2%

no 54 56.8

Fig: 4.6 Graph of Availability of physical tools:

48
 respondents

41
54
Yes
no

ANALYSIS: The graph shows that 43.2% of employees had access to physical tools, while
56.8% did not have access to them.

4.7 satisfaction in terms of attending meetings.

option respondents Percentage

Yes 17 17.9%

No 41 43.2%

May be 37 38.9%

Fig: 4.7 Graph of satisfaction in terms of attending meetings.

49
 respondents

17
37

Yes
41 No
May be

ANALYSIS: According to the graph, 43.2% of employees are dissatisfied with attending
meetings, while 17.9% of employees are satisfied and 38.9% of employees may be
satisfied.

4.8 Dysconnectivity from rest of the company.

Option respondents Percentage

Yes 36 37.9%

No 17 17.9%

May be 42 44.2%

Fig: 4.8 Graph of Dysconnectivity from rest of the company

50
 respondents

36
42
Yes

17 No
May be

ANALYSIS: Based on the graph, it can be inferred that 37.9% of employees feel a sense of
disconnection from their company. On the other hand, 17.9% of employees do not feel
disconnected at all. Additionally, 44.2% of employees may experience some level of
disconnection

4.9 Things to improve social connectivity:

option respondents Percentage

team brainstorming session 32 33.7%

at the office

virtual coffee breaks 41 43.2

other 0 0%

even just a daily morning 22 23.2%

team catch up.

51
Fig: 4.9 Graph of Things to improve social connectivity:

INTERPRETATION: The chart illustrates that approximately one-third of employees

(32.7%) favor team brainstorming sessions in the office, while almost half (43.2%) prefer
virtual coffee breaks as a means to enhance social connection. The remaining 23.2% of
employees opted for a daily morning catch-up.

4.10 productivity window for remote workers.

option Respondents Percentage

Yes 36 37.9%

No 22 23.2%

May be 37 38.9%

Fig: 4.10 Graph of productivity window for remote workers.

52
 Respondents

37 36

Yes

22 No
May be

ANALYSIS: According to GRAPH, 37.9% of employees feel productive while working

remotely, while 23.2% are not productive in remote work but prefer the traditional work
model. The remaining 38.9% of employees may feel productive in a remote work
environment.

4.11 Interaction with management in remote work situation.

Option respondents Percentage

Sometimes 36 37.9%

Mostly 22 23.2%

Never 37 38.9

Fig 4.11 Graph showing Interaction with management in remote work situation.

53
 respondents

37 36
Sometimes

22 Mostly
Never

INTERPRETATION: The graph reveals that in remote work situations, 23.2% of

employees have frequent interactions with management, while 37.9% have occasional
interactions. On the other hand, 38.9% of employees never have the opportunity to interact
with management while working remotely.

4.12 preferable activity to collaborate with others as a team.

No. Option Respondents Percentage

1 prefer working every day at an office 17 17.9%

2 favor a hybrid design (some days in office, 32 33.7%

some days remote)

3 prefer to be completely unplugged 22 23.2%

4 have to remain detached and remote, and I 24 25.3%

already am.

54
Fig: 4.12 Graph of preferable activity to collaborate with others as a team.

Respondents

24 17

1
22 32 2
3
4

INTERPRETATION: THE Graph shows that majority of 33.7% employees favor a hybrid
design to collaborate with others as a team. Then 25.3% employees have to remain detached
and remote. After that 23.2% employees prefer to be completely unplugged. and
17.9% employees prefer working every day at an office.

CHAPTER 5: INTERPRETATION AND ANALYSIS.

5.1 This table represents survey data showing the number of respondents and the
percentage of respondents who selected each of the four companies (TCS, Wipro,
Infosys, and IBM) listed in the survey.

A total of 95 respondents participated in the survey. Among these, 27 respondents (28.4%)

selected TCS as their preferred company, while 22 respondents (23.2%) each selected
Wipro and Infosys. IBM was selected by 24 respondents (25.3%) in the survey.

It is important to note that the data represents only the preferences of the survey
respondents, and may not be representative of the overall population or market. The data
can be used to gain insights into the preferences of the survey population and to inform
decision-making processes related to these companies.

55
While the table does show that a survey was conducted among employees at four IT firms
(TCS, Wipro, Infosys, and IBM), it is important to note that the survey was not necessarily
given to all employees at each company. Rather, the table displays the number of
respondents and the percentage of respondents who selected each of the four companies in
the survey.

The data indicates that among the 95 respondents who participated in the survey, TCS

5.2 table represents survey data showing the number of respondents and the percentage
of respondents who selected each of the three options (Yes, No, and Maybe) listed
in the survey.

A total of 95 respondents participated in the survey. Among these, 32 respondents (33.7%)

selected "Yes" as their answer to the survey question, while 41 respondents (43.2%)
selected "No". "Maybe" was chosen by 22 respondents (23.2%) in the survey.

The data suggests that a significant portion of the respondents were unsure about the answer
to the question, with "Maybe" being the third most popular choice. It is important to note
that the data represents only the preferences of the survey respondents and may not be
representative of the overall population or market. The data can be used to gain insights
into the opinions of the survey population and to inform decision-making processes related
to the question asked in the survey.

he given information indicates that a survey has been conducted among a group of
respondents to assess the prevalence of a hybrid work model in their workplaces. Out of
the total sample size of 95 respondents, it has been found that 32 respondents reported
having access to a hybrid work model application. This implies that their workplaces have
implemented a system that enables employees to work both remotely and in-person as per
their preference and convenience.

On the other hand, 41 employees reported not having access to such a hybrid work model.
This suggests that their workplaces may follow a traditional work model where
employees are expected to work in-office during regular working hours.

56
 5.3 The graph provided shows the distribution of the number of times employees wish
to visit the office per month. Based on the graph, we can see that:

27 employees wish to visit the office three times every month. This means they prefer to
work from home or elsewhere on other days of the month.

46 employees would work two days per week. This suggests that they prefer to work
remotely for the rest of the week or that they work part-time and only need to be in the
office for two days.

22 employees would work three days per week. This suggests that they work part-time and
only need to be in the office for three days or that they prefer to work remotely for the rest
of the week.

Nobody went once a week, which means that no employees preferred to visit the office
only once a week.

5.4 The chart provided in the context indicates the preferences of employees regarding
their working hours. From the chart, we can infer that:

The majority of employees, which is not specified in the context, prefer to work in the
afternoon when going to the office. This could indicate that they may have other
commitments in the morning, such as dropping off children at school or completing
personal errands.

Flexible working hours are the second most preferred option among employees. This
suggests that employees value the flexibility to set their working hours and possibly adjust
their work schedules to fit their personal or family obligations.

Only a small percentage of employees, 17.9%, would choose to work in the morning. This
could be because they are morning people or prefer to start work early to have more free
time in the afternoon.

57
15.8% of employees would prefer to work entirely from home. This could indicate that they
value the convenience of remote work, the ability to avoid a commute, or prefer to work in
a distraction-free environment.

Additionally, 12.6% of employees selected regular office hours, indicating that they prefer
to work in a structured environment and routine schedule.

Overall, the chart suggests that employees have diverse preferences regarding their working
hours and work location, and employers may need to offer flexible options to meet these
preferences and create a conducive work environment.

5.5 The graph provided illustrates the percentage of employees who have access to
digital tools. Based on the graph, we can conclude that:

43.2% of employees have access to digital tools. This could indicate that the organization
or company provides digital tools to its employees, such as computers, smartphones,
software, or other necessary tools to perform their job functions. Access to these tools can
help employees be more efficient and effective in their work.

On the other hand, 56.8% of employees did not have access to digital tools. This may imply
that these employees have limited or no access to digital tools required for their job
functions, which could hinder their productivity and ability to work efficiently. This could
be due to various reasons, such as budget constraints, lack of IT support, or remote work
policies that make it difficult to provide digital tools to all employees.

In today's increasingly digital workplace, access to digital tools has become essential for
employees to perform their job functions. Companies and organizations that invest in
providing digital tools to their employees are likely to have more productive and efficient
employees, leading to better business outcomes.

5.6 The graph provided illustrates the percentage of employees who have access to
physical tools. Based on the graph, we can conclude that:

43.2% of employees have access to physical tools. This could indicate that the organization
or company provides physical tools to its employees, such as specialized equipment,
58
machinery, or tools required to perform their job functions. Access to these physical tools
can help employees be more efficient and effective in their work.

On the other hand, 56.8% of employees did not have access to physical tools. This may
imply that these employees have limited or no access to physical tools required for their
job functions, which could hinder their productivity and ability to work efficiently. This
could be due to various reasons, such as budget constraints, lack of resources, or remote
work policies that make it difficult to provide physical tools to all employees.

The availability of physical tools is critical for many industries, such as construction,
manufacturing, or agriculture, where specialized equipment and machinery are necessary
for job functions. Employers that provide their employees with access to physical tools are
likely to have more productive employees, leading to better business outcomes.
Additionally, employers that prioritize the safety of their employees by providing them with
the necessary physical tools and training are more likely to have a safer work environment.

5.7 The graph provided illustrates the percentage of employees who are satisfied and
dissatisfied with attending meetings. Based on the graph, we can infer that:

43.2% of employees are dissatisfied with attending meetings. This could indicate that they
find meetings unproductive, time-consuming, or poorly organized, which affects their
overall job satisfaction.

17.9% of employees are satisfied with attending meetings. This suggests that these
employees find meetings productive, informative, and well-structured, leading to positive
job satisfaction.

38.9% of employees may be satisfied with attending meetings. This group of employees
may have mixed feelings about attending meetings, indicating that their satisfaction level
may depend on the nature of the meeting, the topics discussed, or the format of the meeting.

Meetings are an essential part of many work environments, providing a platform for team
collaboration, communication, and decision-making. However, poorly structured or
inefficient meetings can be detrimental to employee morale and productivity. Employers
that prioritize productive and well-structured meetings may have more satisfied employees,
59
leading to better business outcomes. It may also be beneficial for employers to solicit
feedback from employees to understand their concerns and preferences regarding meetings
and make necessary adjustments to improve employee satisfaction.

5.8 The graph provided illustrates the percentage of employees who feel disconnected
from their company. Based on the graph, we can conclude that:

37.9% of employees feel a sense of disconnection from their company. This could suggest
that these employees do not feel a sense of belonging or alignment with the company's
values and goals. They may also feel isolated or unsupported in their roles, leading to
decreased job satisfaction and productivity.

17.9% of employees do not feel disconnected at all. This group of employees may feel a
strong sense of connection with their company, indicating that they align with the
company's mission, values, and goals. They may also have positive relationships with their
colleagues and management, leading to increased job satisfaction and engagement.

44.2% of employees may experience some level of disconnection. This group of employees
may have mixed feelings about their connection to the company, suggesting that their level
of disconnection may depend on various factors such as job role, management style, or
company culture.

A sense of connection with the company is essential for employee engagement, job
satisfaction, and retention. Companies that prioritize employee engagement and connection
may have more productive and motivated employees, leading to better business outcomes.

Strategies such as promoting a positive company culture, offering employee development

opportunities, and providing recognition and rewards for employee achievements can help
foster a sense of connection and engagement among employees.

5.9 The chart provided illustrates the percentage of employees who prefer different
methods to enhance social connection in the workplace. Based on the chart, we can
infer that:

60
32.7% of employees favor team brainstorming sessions in the office. This suggests that
these employees value in-person collaboration and creativity, which can be enhanced
through brainstorming sessions. They may also prefer the social aspect of working with
colleagues in the office.

43.2% of employees prefer virtual coffee breaks as a means to enhance social connection.
This group of employees may value social interaction but prefer the flexibility of virtual
communication. Virtual coffee breaks can offer a way for employees to connect and
socialize remotely, especially in a work environment where remote work is common.

23.2% of employees opted for a daily morning catch-up. This group of employees may
prefer a structured and regular method of social interaction to help enhance social
connections in the workplace. A daily morning catch-up could provide a way for employees
to start the day on the same page and build relationships with colleagues.

Enhancing social connections in the workplace is essential for employee engagement, job
satisfaction, and productivity. Employers that prioritize social interaction and provide
opportunities for employees to connect are likely to have more engaged and motivated
employees, leading to better business outcomes. Offering a range of social connection
opportunities that cater to different employee preferences, such as in-person brainstorming
sessions, virtual coffee breaks, or structured catch-ups, can help foster a positive and
connected workplace culture.

5.10 The graph provided illustrates the percentage of employees who feel productive
while working remotely. Based on the graph, we can conclude that:

37.9% of employees feel productive while working remotely. This suggests that these
employees are comfortable working from home and may have a setup that enables them to
work effectively. They may also value the flexibility and autonomy that comes with remote
work.

23.2% of employees are not productive in remote work but prefer the traditional work
model. This group of employees may struggle with remote work due to distractions, lack
of structure, or difficulty separating work and personal life. However, they still prefer the
traditional work model, indicating that they value in-person collaboration and social
interaction in the workplace.
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38.9% of employees may feel productive in a remote work environment. This group of
employees may have mixed feelings about remote work, suggesting that their productivity
may depend on various factors such as job role, company culture, or personal preferences.

Remote work has become increasingly common in recent years, and many employees have
had to adapt to a remote work environment due to the COVID-19 pandemic. While remote
work can offer benefits such as increased flexibility and reduced commute time, it can also
come with challenges such as isolation and distractions. Employers that support remote
work and prioritize employee productivity can provide resources such as remote work
guidelines, communication tools, and virtual collaboration platforms to help employees
work effectively from home. Additionally, providing opportunities for inperson
collaboration and social interaction can help employees feel connected and engaged in their
work, regardless of their work environment.

5.11 Based on the graph, we can infer that there are varying levels of interaction
between employees and management in remote work situations. Specifically, the
graph shows that:

23.2% of employees have frequent interactions with management while working remotely.
This suggests that these employees have regular check-ins, meetings, or communication
with their managers, allowing them to receive feedback, discuss their work, and ask
questions as needed.

37.9% of employees have occasional interactions with management while working

remotely. This group of employees may have less frequent check-ins with their managers
or may only interact with them when necessary. This level of interaction may be sufficient
for these employees to feel supported in their work, but they may also benefit from more
regular communication.

38.9% of employees never have the opportunity to interact with management while
working remotely. This suggests that these employees may feel disconnected or
unsupported in their work due to a lack of communication with their managers.

62
Maintaining regular communication and interaction with employees is essential for
effective management in any work environment, but it is especially important in remote
work situations. Remote employees may feel isolated and disconnected from their teams,
so regular check-ins, feedback, and communication can help them feel supported and
engaged in their work. Employers can use a variety of communication tools, such as video
conferencing, instant messaging, or email, to maintain regular contact with remote
employees. Additionally, providing opportunities for virtual team-building activities and
social interaction can help remote employees feel connected to their colleagues and the
company culture, ultimately leading to better job satisfaction and productivity.

5.12 Based on the graph, it can be inferred that there is a diversity of preferences among
employees regarding how they want to collaborate with others as a team.
Specifically:

The largest group, representing 33.7% of employees, prefers a hybrid design for
collaboration, meaning that they want to split their time between working in the office and
working remotely. This allows them to enjoy the benefits of both worlds, such as social
interaction and collaboration in the office, as well as the flexibility and autonomy of remote
work.

The second-largest group, representing 25.3% of employees, prefers to remain detached

and work remotely. This may be because they feel more productive and focused when
working independently or because they live too far away from the office to commute
regularly.

The third-largest group, representing 23.2% of employees, prefers to be completely

unplugged, meaning that they prefer to work independently and do not want to collaborate
with others as a team. This may be because they are introverted or prefer to work on tasks
that require deep concentration without interruption.

Finally, 17.9% of employees prefer to work every day in the office. This group may value
the social interaction and collaboration opportunities that come with working in a shared
physical space or may have work tasks that require frequent in-person interaction with
colleagues.

63
Employers need to be aware of these diverse preferences among employees and be willing
to offer flexibility in their work arrangements. This can include providing the technology
and resources necessary for remote work, offering a hybrid work model, or allowing
employees to work on independent projects when necessary. By catering to employees'
individual work preferences, employers can create a more engaged and productive
workforce.

CHAPTER 6: FINDINGS AND CONCLUSION

Findings:

Based on the information provided, the study was conducted to understand the
implementation and effectiveness of hybrid work models in four IT companies - TCS,
Wipro, Infosys, and IBM. The study collected data through a questionnaire, which was
answered by 95 employees from these companies.

64
The analysis of the data showed that 33.7% of the respondents have the hybrid work model
implemented, while 43.2% do not have it, and 23.2% may have it. Among those who
preferred to visit the office, 48.4% preferred to visit three times a month, 28.4% preferred
to visit two times a week, and 23.2% preferred three times a week. Most of the respondents
(28.4%) preferred to work in the afternoon when coming to the office, followed by variable
and flexible hours (25.3%).

Additionally, the study found that 43.2% of the employees had access to digital tools, while
56.8% did not have access to them. Similarly, 43.2% of the employees had access to
physical tools, while 56.8% did not have access to them. In terms of attending meetings,
43.2% of the employees were dissatisfied, while only 17.9% were satisfied. About 37.9%
of the respondents felt disconnected from the rest of the company, while 44.2% may have
experienced some level of disconnection.

Finally, the study found that 33.7% of the respondents favored team brainstorming sessions
in the office to improve social connectivity, while 43.2% preferred virtual coffee breaks.
About 37.9% of the employees felt productive while working remotely, while 23.2%
preferred the traditional work model, and the remaining 38.9% of employees may have felt
productive in a remote work environment.

Overall, the study highlights the need for companies to focus on the implementation of
hybrid work models and to provide their employees with the necessary digital and physical
tools to support remote work. Additionally, companies need to address the issue of
employee

Conclusion:

In conclusion, the study focused on understanding the implementation and effectiveness of

hybrid work models in four IT companies and collected data through a questionnaire
answered by 95 employees. The analysis revealed that around one-third of the respondents
have the hybrid work model implemented, while the majority did not. The study also
highlighted the importance of digital and physical tools for remote work, with almost half
of the respondents not having access to these tools. The issue of employee disconnection
was also identified, with a significant percentage of respondents feeling disconnected from
the company. The study recommends that companies focus on implementing hybrid work
models and providing employees with the necessary tools to support remote work while
65
also finding ways to improve social connectivity among employees to address the issue of
employee disconnection.

Suggestion:

Based on the study's findings, here are some suggestions that companies can consider to
improve their hybrid work model implementation and effectiveness:

• Provide employees with the necessary digital and physical tools to support remote
work. This can include laptops, software, and access to online collaboration tools.
• Develop a robust communication strategy that fosters better connectivity and
collaboration between employees. This can include regular team meetings, virtual
coffee breaks, and other social events that allow employees to connect with each
other.

• Ensure that remote employees have access to the same opportunities for training,
development, and career growth as those who work in the office.

• Consider implementing a flexible work schedule that allows employees to choose

their work hours and the number of days they work from the office.

66
 • Address the issue of employee disconnection by organizing regular team building
and bonding activities. This can include team brainstorming sessions, online games,
and other virtual events that bring employees together.

• Encourage regular feedback from employees to understand their concerns and

challenges with the hybrid work model. This can help companies adjust their
strategies and improve the overall experience for employees.

By implementing these suggestions, companies can create a more effective and engaging
hybrid work environment that meets the needs of both remote and office-based employees.

Bibliography
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by Brown, M. et al. (2021) .
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Xu, J. e. (2021). The impact of hybrid work models on employee learning and development: A
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ANNEXURE:

Q1. In which company you are working?

• TCS
• Wipro
• Infosys
• IBM

Q2. Does your company follow hybrid work model?

• Yes
• No
• Maybe
Q3. You would prefer to come into the office:

• Thrice in Month
• Thrice in week
• Twice in week
• Once in week

Q4. When would be the best time for you to work from the office?

▪ Regular office timing

▪ Only in the morning
▪ Only in the afternoon
▪ Variable and flexible hours
▪ prefer working from home entirely.

Q5. Do you have all the digital tools to perform your job wherever you are?

• Yes • No
68
Q6. Do you have all the physical tools to perform your job wherever you are?
• Yes
• No
Q7. Are you happy with the number of meetings (video, audio, or in person) you currently
attend?

• Yes
• No
• Maybe

Q8. Do you feel disconnected from the rest of the company?

• Yes
• No
• Maybe

Q9. What can we do to improve social connectivity?

▪ team brainstorming session at the office

▪ virtual coffee breaks
▪ even just a daily morning team catch up. ▪ Other…
Q10. Do you able to be just as productive while working remotely when compared to your
usual work location?

• Yes
• No
• Maybe

Q11. Can you interact with your management successfully in a remote work environment?

• sometimes
• mostly
• never

Q12.How do you prefer to collaborate with others as a team?

• prefer working every day at an office

• favor a hybrid design (some days in office, some days remote)
• prefer to be completely unplugged
• have to remain detached and remote, and I already am.

69
70