Richard Locke, Ben Armstrong, Samantha Schaab-Rozbicki, and Geordie Young speculate that COVID-related challenges might lead firms to shift their assumptions about workers in ways that open up new political-economic possibilities, with benefits for workers in safety, compensation, and voice. I am skeptical about the idea of such COVID-induced learning. Drawing on an analysis of the costs of high turnover in the electronics supply chain, however, I argue that more generous assumptions about workers appear to have operational benefits. Understanding those operational benefits might lead firms to be less resistant to demands from workers for the kinds of jobs that Locke and his coauthors celebrate.