The average workday increased during the pandemic’s early weeks (2020)

Focus on output vs. hours and incentives

• Many argue the pandemic finally pushed work toward judging output (deadlines, quality, technical debt) rather than hours present.
• Anecdotes show tension: hourly workers doing piecework felt under‑rewarded for higher throughput, yet also noticed quality and personal wellbeing suffered when pushing too fast.
• Several comments note misalignment between stated emphasis on quality and the KPIs actually used, or between hourly pay and piecework reality.
• Others push back: if speed degrades quality, it’s rational not to reward raw volume; slower, higher‑quality work may be better for both worker and organization.

Async communication, meetings, and documentation

• Strong support for shifting to text/async tools (chat, issue trackers, collaborative docs, recorded calls). Benefits cited: fewer interruptions, clearer accountability, less room for manipulative in‑person behavior, and better thinking before responding.
• Counterpoint: some feel text/recordings are rarely as effective as real‑time conversation unless all participants share deep context and strong writing skills.
• Written communication is seen as a “superpower” in remote work, but issues like poor typing, ESL, slang, and internal acronyms can reduce clarity.
• Many report meeting culture has worsened: more meetings, longer days, yet often less real work. Even “4 hours/day max meetings” is viewed as excessive for knowledge work.

Working time, tracking, and legal frameworks

• The cited increase in workday length resonates with many, especially due to extended availability across time zones and blurred boundaries at home.
• Some note that commute time was partly traded for extra work, which felt acceptable or even pleasant; others see it as pure employer gain.
• Discussion of EU time‑tracking laws: in theory they prevent unpaid overtime; in practice, they are often gamed (fake logs, implicit pressure, opt‑outs). Still, commenters say these protections help the most vulnerable workers.
• Debate over European vs. US compensation: some argue fewer hours and stronger social benefits offset lower nominal salaries; others say workers shouldn’t fund lower profits or higher costs via reduced pay.

Remote work, boundaries, and unequal impacts

• Several describe remote work as transformative, especially for neurodivergent or disabled people: fewer sensory issues, no masking, custom environments, and fewer interruptions.
• Others note WFH exposed differences in self‑discipline; some overwork to prove their value, while others set hard boundaries (no work apps on phone, strict hours, separate devices/spaces, even clothing rituals).
• There’s frustration that RTO often coincides with expectations of the same extended availability, effectively a pay cut via unpaid commute and prep time.
• Some report that once RTO was mandated, they stopped discretionary extra work and, paradoxically, received more visible praise simply by “performing” in the office.

Productivity limits and what longer days really mean

• Several claim that true deep‑focus productivity rarely exceeds 4–5 hours/day; extra time tends to be emails, admin, or lower‑quality output.
• Others counter that even reduced‑efficiency hours increase total output, which is what employers and ambitious individuals often care about, especially in short, intense periods (e.g., exams).
• Commenters suggest that rising hours should be interpreted as a warning sign of falling productivity per hour and call for experiments with shorter, more focused workdays.