Autumn 2022To be forewarned is to be forearmed

Molesworths Bright Clegg employment solicitor, Adam Salkie and trainee solicitor, Aamna Ali reflect on the possibility of a four-day working week.

The natural response of an employee to a four-day week is likely to be positive; that of leadership may initially be more negative, or even cynical. Can a balance be struck which promotes well-being and maintains (or increases) productivity?

Prior to the pandemic, numerous companies around the world had experimented with a four-day workweek. However, in a post Covid-19 world, momentum towards the shorter working week has again increased – and organisations have found social needs, mentoring, learning and development can be achieved with technology.

Around 200 companies in Spain will experiment with a trial four-day week, whilst trials in Iceland between 2015 and 2019 were heralded a great success. Researchers claim 86% of Iceland’s workforce have either moved to shorter hours for the same pay or will gain the right to.

A UK trial to see whether employees can be more productive with longer weekends was announced in January 2022.

Can employees operate at 100% productivity for 80% of the time?

Pros

Increased motivation. Employees are encouraged to work hard to maintain the benefit of an extra day off and are trusted to get their work done in less time.

Increased productivity. Microsoft Japan found this to be as high as 40% in 2019. More focused worktime = more focus during the hours in worktime to complete tasks.

Less downtime. A Henley Business School poll of business leaders reported 62% fewer sick days being used as employees have an extra day to make various appointments.

Cost savings and reducing the company’s carbon footprint, thanks to a 20% reduction in travel and energy use.

Attracting and retaining talent. Avoiding burnout and focusing on wellbeing is key to potential and current employees.

Cons

One size does not fit all. Like working from home, this isn’t possible for all employees in all sectors. Consider workforce morale if some work a four-day week and others do not.

Balancing shift patterns. Certain days of the week might be more popular to work or not work. Too many – or too few – people in the office can cause coverage problems for customers and co-workers (and potentially more work).

Internal scheduling problems. Impromptu or emergency meetings can be difficult to manage.

Added stress and increased pressure. The problem with 10-hour workdays is that people can only focus and work effectively for so long before diminishing returns set in.

Less time to get things done. Employees need to ensure everything is done in fewer days. Are staff being asked to meet the same targets in less time?

Cost. From an employer’s perspective, giving staff the same pay for less hours can feel like giving them a pay rise. Especially if sceptical that reducing hours could increase productivity.

Conclusion

A four-day week won’t work for everyone. If you are planning to implement it, it is worth assessing things carefully, including the views of the workforce, before perhaps looking at a pilot programme during slower months.