Have we crossed the Rubicon in so far as the old working habits?

THE phrase “crossing the Rubicon” typically refers to a decisive and irreversible step or action, often with significant consequences.

In the context of old working habits, it could mean that we have reached a point where traditional ways of working have been permanently changed or replaced by new practices.
It is certainly true that the Covid-19 pandemic has forced many people and organisations to adopt new working habits, such as remote work and virtual meetings, that were previously seen as less common or even unconventional.

Alfred Musarurwa is the chief technology and operations officer at Stanbic Bank Zimbabwe.

These changes have been driven by necessity, as the pandemic made it difficult or impossible to work in traditional office settings.
Many people and organisations have found that these new working habits can be effective and efficient, and some have even decided to make them permanent.
However, it is also worth noting that not everyone has been able to adopt these new working habits, either due to the nature of their work or due to lack of resources or infrastructure.
Additionally, some people and organisations may prefer to return to traditional ways of working once the pandemic is under control.
The future of work is a topic that has been widely discussed in recent years, particularly in light of technological advancements and the changing nature of work itself. Some of the key trends and developments that are shaping the future of work include:
– Automation and AI: As artificial intelligence and automation become more sophisticated, they are likely to replace certain types of jobs and tasks. This could lead to job displacement in some sectors, but it could also create new opportunities and roles.
– Remote work: The Covid-19 pandemic has accelerated the trend towards remote work, and it is likely to remain a significant feature of the future of work. Remote work can offer greater flexibility and work-life balance, but it also requires new skills and tools to manage effectively.
– Gig work: The gig economy, which refers to short-term contracts and freelance work, is also growing. This type of work can offer flexibility and variety, but it can also lack job security and benefits.
– Upskilling and reskilling: With the pace of technological change and job displacement, upskilling and reskilling will become increasingly important for workers to remain competitive in the job market.
– Workplace culture and wellbeing: As work becomes more flexible and technology-enabled, workplace culture and wellbeing will become a key focus for organisations.
This includes promoting mental and physical health, fostering social connections, and creating a sense of purpose and meaning in work.
Jurisprudence on working from home is a rapidly evolving area of law as more and more employees are working remotely due to the Covid-19 pandemic.
Although there is no universal legal framework that governs remote work, here are some general principles that may apply:

– Employment contracts: The terms of an employment contract may determine whether an employee can work from home. If the contract specifies that the employee must work on-site, then the employer may not be required to allow remote work.

– Occupational health and safety: Employers have a duty to ensure a safe working environment for their employees, whether they are working on-site or remotely.
Employers may need to provide equipment, such as ergonomic chairs or anti-glare screens, to ensure that employees working from home are not at risk of injury.
– Data protection and security: Employers must ensure that the data and information accessed by employees working from home are protected and secure.

Employers may need to provide secure networks, encrypted software, and other security measures to ensure that sensitive data is not compromised.
– Wage and hour laws: Employers must comply with wage and hour laws, even for employees who work remotely. This includes ensuring that remote employees are paid for all hours worked and that they take appropriate rest and meal breaks.

“The future of work is likely to be a hybrid of traditional and new practices, with organisations and individuals choosing the best approach for their needs and circumstances.”

– Discrimination and harassment: Employers must ensure that remote employees are not subjected to discrimination or harassment. Employers may need to provide training and establish policies to prevent discrimination and harassment in a remote work environment.
Overall, the future of work is likely to be characterised by greater flexibility, technology enablement, and a focus on skills and wellbeing.
The challenge will be to ensure that these changes benefit both organisations and workers, and that they are managed in a way that promotes social and economic inclusion.
So, while it is clear that the pandemic has had a significant impact on working habits, it is still too early to say whether we have permanently crossed the Rubicon in this regard.
The future of work is likely to be a hybrid of traditional and new practices, with organisations and individuals choosing the best approach for their needs and circumstances.
It is important to note that the legal framework around remote work may vary depending on the jurisdiction and industry. Employers and employees should seek legal advice to understand their rights and obligations related to remote work. By Alfred Musarurwa
Dr Musarurwa is the chief technology and operations officer at Stanbic Bank Zimbabwe.