WORKFORCE
FUTURE OF WORK— PRESENT TENSE
How the Army’s leaders can shape the workplace of tomorrow, starting today.
Jamie Mukopf, DSW T by Ellen Summey
he 40-hour work week is a relatively new concept in the history of labor and employment, dating back to only 1940. In fact, when the federal govern- ment started to study workers’ hours in 1890, the average work week was closer to 100 hours for full-time manufacturing employees. In about 1906,
things started to change. First, a few companies in the printing industry instituted eight-hour work days. By 1926, Henry Ford announced a five-day work week for his employees, arguing essentially that workers would spend more money if they just had time to go shopping. When Congress passed the Fair Labor Standards Act in 1938, it was all over but the shouting.
It’s important to keep this history in mind when discussing the so-called “future of work,” a term used to describe how workplaces and the workforce will change over the next several years because of technological, generational and societal shifts. What seems unthinkable today—government agencies getting rid of their cubicles, federal jobs with no “core” work hours, or even having remote access to classified systems for the rank and file—could be the 40-hour work week of tomorrow. Te COVID-19 pandemic has dramatically increased the speed at which some of these changes are taking shape, but experts believe that telework and distributed teams are all but certain, regardless.
LOOKING FORWARD Jamie Muskopf is an entrepreneur, mentor, podcaster, military spouse, innovation consul- tant and doctor of social work. She is also a faculty associate at Columbia University, where she co-teaches a graduate class called “Navigating the Future of Work.” Having previously worked as a knowledge management officer for the United States Pacific Fleet, a project manager at Microsoft Military Affairs and a program manager at Defense
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