The Evolution of Working Practices: Employee Perceptions of Work-Life Balance Pre-to-Post Pandemic

It is no secret that the topic of work-life balance gained considerable attention due to the global COVID-19 pandemic. The pandemic not only blurred the boundaries between ‘the office’ and ‘the home’ – ‘working time’ and ‘leisure time’ – but it also produced fundamental changes in working practices and intra-organisational relationships.

Combined, the dramatic changes in office working environments led to an increase in employee psychological distress. Consequently, it has evoked widespread organisational concern, with a strong prioritisation towards a healthy work-life balance.

What Work-Life Balance Means to Consultants

We interviewed 57 life science consultants across the US, Canada, and UK, ranging from entry-level to senior leadership, to understand the changes in work-life balance pre-to-post-pandemic. Key insights included:

“The key to a positive work-life balance is not burning out, which can be achieved by the team understanding the limits of each other’s capacity.” - Consultant, Boutique Firm (UK)

“The key to a positive work-life balance is not burning out, which can be achieved by the team understanding the limits of each other’s capacity.” - Consultant, Boutique Firm (UK)

“Having the flexibility to integrate my personal and work commitments. If I have a doctor’s appointment I can commit to it without it affecting my overall output.” - Senior Consultant, Boutique Firm (UK)

“For me, work-life balance is about being able to switch-off and doing my best to stick to 9-5 working hours.” - Manager, Large Firm (Canada)

“Working in a team that has enough resources to effectively staff their employees. Sometimes I feel I’m in the situation where I have to work so much because staffing is low.” - Consultant, Large Firm (USA)

“It is a function of hours per week of course. If it is not above 40 hours, it is good work-life balance." - Vice President, Large Firm (USA)

“Work-life balance is about walking through the front door of my house and not having to think about work.” - Associate Consultant, Boutique Firm (UK)

“The key to a positive work-life balance is not burning out, which can be achieved by the team understanding the limits of each other’s capacity.” - Consultant, Boutique Firm (UK)

Pre-to-During the Pandemic: Changes in Working Models, Learning Processes, and Working Hours

All consultants interviewed worked at firms with physical offices pre-pandemic; only 21% of these businesses offered a hybrid model. Remote working impacted entry-level consultants the most, significantly affecting training, career progression, and socialisation.

• 84% of consultants reported weaker training in remote-working conditions.
• For entry-level consultants, the average time for promotions doubled due to reduced interactions with line managers. 69% reported decreased contact with project managers.
• 62% of consultants experienced increased working hours, particularly at the Manager level, due to over-utilisation and the blurring of work-home boundaries.

These changes had serious consequences for employee work-life balance and organisational socialisation:

• Remote working offered flexibility and reduced travel, improving perceptions of work-life balance.
• However, 79% expressed negative views of entirely remote models. Entry-level associates and senior leaders alike found online socialisation less effective, describing it as “awkward” or “forced,” with a weakened sense of team cohesion.

During the pandemic, measures such as virtual “coffee mornings” were implemented in at least 50% of firms, but 70% of employees still found it harder to switch off from work due to increased project volumes. Managers were over-utilised at rates of 90–110% compared to pre-pandemic levels.

Post-Pandemic: Company Culture, Travel Commitments, and Work-Life Balance

Even as the market slowed, consultancies have retained hybrid working models, allowing employees some control over in-office versus remote work. Travel requirements have drastically reduced, with meetings and workshops moved online.

To maintain company culture in a virtual environment, many consultancies now designate in-office days for team bonding and professional development.

Work-life balance has become a priority for employees:

• 63% reported they would not work at a company without flexible hours, remote options, or reduced travel requirements.
• Employees now prioritise work-life balance when evaluating new opportunities, making it a key factor in recruitment and retention strategies.

Key Takeaways

Pre-pandemic, work-life balance was almost unheard of in consulting, with long hours, extensive travel, and limited flexibility. The pandemic revealed the need for a positive balance, as consultants struggled with over-utilisation and the inability to “switch off.”

As a result:

• Work-life balance has become a fundamental part of company culture and employer value propositions.
• Consultancies must actively integrate flexible working models and hybrid options to attract and retain talent.
• Work-life balance is now a strategic recruitment tool and a critical factor for employee satisfaction across all levels.