Getting back to work is going to take some time, partly through resistance from office workers.
Returning to where we were more than 18 months ago seems highly unlikely.
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For many, the recovery from an unprecedented shutdown and deep recession is the opportunity to implement change that might otherwise take many more years.
The four-day week, for instance. It sounds great, if you're one of those getting a three-day weekend.
A new report, out today, has some survey evidence to back that up.
A wholly unsurprising 80% think they'd prefer a four-day week. The same proportion, and probably the same people, say it would improve their wellbeing
For employers? It's maybe not so attractive.
Management alchemy
I should declare a sort of interest. In theory, that's my full-time job. BBC news put many of its journalists onto four-day weeks, but without reducing hours. Five eight-hour days became four 10-hour days.
But that's not what this campaign has in mind. It aims at a bit of management alchemy: reduce hours by 20% without hitting productivity, measured in output per week, so that pay can remain the same.
How? The helpful bit is that a labour shortage in some sectors seems to be ensuring some workers get a larger share of some corporate pies.
So management pay and profits for shareholders get squeezed. The GMB trade union served notice that it's taking the supply shortage as a cue to push for higher wages.
Feeling valued
But here's my hunch, for nothing: an employer who is trialling a reduction in hours while retaining pay levels, is also a company that's likely to be doing the other things that make workers happy and motivated.
These include autonomy, flexibility, trust, space for creativity, and high-quality management that makes people feel valued and that their work is worthwhile.
Cutting hours doesn't help managers get better at managing, or that workers find ways to utilise their technology more efficiently. Not unless those reduced hours are directed to improved training, perhaps.
That is one of the ideas put out there by IPPR Scotland: those hours no longer being worked could be used to directed outcomes, of more training - perhaps related to that employment or more generally. They could be bundled up into sabbatical breaks from work.