Ursula Henderson is a Senior HR Consultant based in AAB's Belfast office. Ursula’s main role is engaging with management and employee teams to understand the root cause of any issues, and providing expert advice and guidance to bring about a lasting resolution. She works with many clients on long-term improvements for their human resource response to reduce the number and significance of issues that arise over time.
Ursula works across a mix of public, private and third sector industries, for companies ranging from large scale manufacturers to smaller independent businesses and charitable organisations of all sizes.
In recent years, the 4-day work week has gained significant attention as a potential model for the future of work. Companies around the world have been experimenting with this shortened workweek, offering employees the same pay for fewer hours. This shift, prompted by changing attitudes towards work-life balance, has sparked debate about whether the 4-day work week is just a passing trend or if it’s here to stay.
Those of you who know your history will be aware that it was 1934 in when Boots trialled the 5-day work week, with no loss of pay in the UK, and that was then adopted by the UK government. In the USA, it had been pioneered by Henry Ford of the Ford Motor Company. Boots found that business costs remained the same, but absenteeism reduced, employee contentment (or as we call it engagement) increased but for businesses the big selling point was productivity increased; would this translate to a 4-day work week?
The idea of the 4-day work week has been tested in several countries, including the UK, with promising results. Pilot schemes, such as in the UK from June 2022 to December 2022 when 61 organisations encompassing 2,900 employees, have shown that that reducing work hours doesn’t necessarily lead to a drop in productivity. In fact, many of these experiments reported increased employee satisfaction, lower stress levels, and higher productivity. With fewer days spent at the office, employees often feel more energised and focused during their working hours, leading to better work outcomes. Very similar to the 1934 experiment outcomes.
Some of the beneficial effects were noted as:
- Improved Work-Life Balance: The 4-day work week offers employees more time for personal pursuits, family, and rest, which can improve overall well-being.
- Higher Productivity: With an extra day off, employees are often more focused and efficient during their working hours, making up for the reduced time in the office.
- Attracting and Retaining Talent: Companies offering flexible work options like the 4-day week have an edge in attracting top talent, especially as work culture evolves to prioritise well-being.
Despite its advantages, the 4-day work week does have challenges. Some industries, particularly those that rely on customer-facing roles or constant production schedules, may find it difficult to implement. For example, manufacturing and retail sectors might struggle to maintain operations with fewer working days without affecting service delivery or operational efficiency. When the 5-day work week was introduced, this would have had a similar impact. However, in 1934 when Boots introduced the 5-day work week they had just completed building a purpose-built factory designed to operate with fewer employees and enhance productivity at the same time.
If we look at modern times, we are facing a huge upheaval in how we do business. AI is providing efficiencies that may result in organisations being able to operate with fewer employees. In the 1930’s the TU movement campaigned that if a 5-day work week was introduced there should be no drop in wages, in todays competitive environment is this a saving companies will be willing to forgo in the drive for talent?
Moreover, not all employees may feel comfortable with the compressed schedule. Some might find it difficult to manage their workloads within a reduced time frame, leading to potential burnout. There’s also the concern that the 4-day work week may not be financially feasible for smaller businesses or those with tight margins.
The question of whether the 4-day work week is here to stay depends on a range of factors, including the type of business, industry, and workforce needs. While it’s clear that many employees appreciate the benefits of a shorter workweek, the model may not be universally applicable. However, with increasing focus on employee well-being and flexible working conditions, it’s likely that the concept will continue to gain traction in certain sectors, particularly those with flexible work models.
In the end, the future of the 4-day work week will be shaped by a careful balance between business needs and employee satisfaction. As organisations continue to adapt to the changing work landscape, including the use of AI, we may see hybrid models emerge, allowing for more tailored approaches to work hours.
The 4-day work week is an emerging development in the evolving world of work. While it may not be feasible for every business or sector, the success of various pilot programmes suggests that it has the potential to be a long-term fixture in many industries. As organisations continue to explore innovative ways to enhance employee productivity and well-being, the 4-day work week could become a key part of the future of work. Looking at the Boots model although they were experimenting alongside John Lewis in the 1930’s, it was not universally adopted until after the second world war.
JMK Solicitors and Legal Island joined the Labour Relations Agency for a podcast exploring the effects of a four-day work week on their organisations. It’s a thought-provoking discussion and well worth a listen. Listen here.
For businesses considering implementing a 4-day work week, AAB can offer expert guidance to help you assess whether this model is right for your organisation, provide training on managing flexible work schedules, and support your transition to a more productive and employee-focused work culture.
AAB
Tel. +44 28 9601 6139
https://aab.uk/
