They learned to supervise their workers by checking their output, not their hours logged at a desk. "The more remote you are, the more Uberized the job is, and the more you're just being paid for the day or for the week."īut after the pandemic hit, bosses were astonished to discover that their teams were perfectly capable of doing their jobs from home. "It's the Uberization of the workforce," says Nicholas Bloom, a professor at Stanford University who was one of the economists behind the Atlanta Fed survey. In the age of WFH, companies are gig-ifying the American office. If workers are going to be remote, the thinking seems to go, why not get the cheapest remote workers available? Fewer full-time jobs means fewer costly benefits: healthcare, pensions, on-the-job training, a steady paycheck. In a survey conducted by the Atlanta Fed last year, businesses said remote work had led them to stock up on part-time employees, temps, independent contractors, and outsourced positions both at home and abroad. Either way, it's clear that people aren't feeling as connected and devoted to their jobs as they did when they were seeing their coworkers in person every day.īut employees, it turns out, aren't the only ones distancing themselves from the office: Employers are quiet quitting on the whole idea of traditional full-time employment. Some bemoaned it as quiet quitting others celebrated it as a much-needed correction to the toxic demands of hustle culture. Perhaps the most widely discussed has been the way the remote age has prompted workers to emotionally detach from their jobs. Over the past three years, the American workplace has undergone all kinds of changes as a result of the work-from-home revolution.
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