The first major shift has been hybrid working. The concept has developed various personas and covers working with a “Martini mindset” to an “office first” model, and everything in between.

The pros and cons of each are presently of little consequence for the simple fact that giving employees the working model they want has become one of the best weapons employers have in the current talent retention war.

For now, employers will need to continue to grapple with the employment law challenges this creates – flexible working requests, continuous review of policies, management of discrimination risks, health and safety considerations, data protection etc.

As is normally the case in employment law, there will undoubtedly be further change to come in this area. Specifically, with businesses placing considerable focus on their ‘green’ credentials of late, it is only a matter of time before the two trends collide and climate considerations creep into flexible working discussions.

Legislative change may come when we hear the long-awaited outcome of the Government’s consultation on “Making Flexible Working the Default”. Recent research highlighted that three-quarters of UK recruiters believe that a four-day week will be the norm by 2030.

Hybrid working will be stretched to its limits if we are all working in Mark Zuckerberg’s metaverse ten years from now.

Another employment law consequence of the pandemic has been a renewed focus on the health and wellbeing of employees. Lost working...

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