Reading: It sounds like a dream to many people who currently work five days a week: what if we only worked four days and had a long weekend?
When weekends seem too short and the pressure of maintaining a full-time job pushes workers to their limits, a four-day work week can seem very attractive. How does this happen in practice? Can it become commonplace? Well, recent news about testing four-day work weeks shows different results.
Results from the largest trial in the UK (involving more than 60 companies and almost 3,000 employees) showed that 89% of participating companies are still implementing the four-day week and 51% have decided to do so. permanent. The study reveals a drop in employee burnout and fewer people leaving their jobs, which is consistent with other studies. A few days ago, the supermarket chain Asda concluded its own experiment with a four-week work week. days and decided not to continue with it.
But at the same time, South Cambridgeshire Council has declared its trial, which involved 450 reception staff and refuse collectors, successful. It claims an increase in productivity, a 39% reduction in staff turnover and an estimated saving of £371,500, mainly in staffing agency costs, in what was the largest public sector trial ever undertaken in the UK.
It is important to distinguish between different types of experiments conducted by organizations. Taking these more recent examples, South Cambridgeshire Council's test was based on a working schedule in which staff received 100% of their pay for 80% of their time, with the aim of completing 100% of their work A similar reduction in working time was central to the wider four-day week experiment in the UK, where participating companies from a variety of sectors and sizes had the option to implement different solutions, keeping 100% of salary with a significant reduction in working time.
Can the work be physically done?
Asda's trial of a four-day workweek required squeezing 44 hours into four days instead of five, for the same pay. Employees were asked to work an 11-hour daily shift, and some found this to be too demanding and physically exhausting. It was also difficult for those with caring responsibilities or those who relied on public transport. In particular, although Asda decided not to continue with the experiment, it announced that the trial of a flexible 39-hour week (over five days) will continue until the end of the year. Flexible work solutions are not limited to the four-day workweek, if organizations are willing to explore them.
It is important to pay attention to the type of comments and results that are revealed. For example, South Cambridgeshire Council's results report focuses primarily on performance improvements in key areas of work, but the analysis of results should include some clear feedback from employees. Staff opinions are key to understanding the success of these experiments.
An interesting point made by South Cambridgeshire Council is that it trialled the four-day working week because it cannot compete with other employers on wages alone, and it is important for recruiting new staff and retaining existing staff. In fact, the four-day work week can be part of an employee benefits package, and this can be crucial for the public sector when facing limited resources. Will it motivate employees?
However, we must consider the possible risks of this approach. For example, is it a reason for employers not to offer adequate or higher wages in the midst of a cost of living crisis? Or is it a reason for employees to do multiple jobs? While the latter is an individual choice, it should not be caused by the former.
The four-day workweek, like other flexible working solutions, should be offered by employers who want to hire talented and motivated employees, invest in them and offer them time and opportunities to improve their skills. All of this will help staff to be more productive in their work. Other European countries have also considered the four-day working week, such as Portugal, which has just successfully completed a six-month trial with 41 companies. In February this year, Germany began its own four-day-a-week trial with 45 companies.
Greece, however, has recently taken the opposite approach. Some businesses and businesses that provide 24/7 services can now move to a six-day work week instead of the traditional five days (or a 48-hour work week instead of 40 hours). The Greek government has explained the legislation as a way to address a shortage of skilled workers and low levels of productivity. But interestingly, these are also the reasons behind the trials of the four-day work week in Portugal and Germany.
Previous research has shown that longer work hours and work weeks do not necessarily mean higher productivity. This is especially true in a country where people already work too long (considering legally declared hours worked) and, more inefficiently, with stagnant wages. Is flexible the best option?
Overall, the appropriateness of a four (or six) day work week as a national approach is highly debatable. Companies are opting for customized hybrid approaches to flexible working that are not limited to the four-day work week and also depend on companies' finances and culture, as we show in our recent research.
Importantly, workers also have different preferences and make trade-offs with employers. They may require flexible working patterns that change where, not just when, they work. Ultimately, with the right arrangements that are tailored to business needs and framed by policies supported by modern governments, businesses can manage these. changes at work effectively to ensure an engaged and productive workforce. (The conversation) AMS
When weekends seem too short and the pressure of maintaining a full-time job pushes workers to their limits, a four-day work week can seem very attractive. How does this happen in practice? Can it become commonplace? Well, recent news about testing four-day work weeks shows different results.
Results from the largest trial in the UK (involving more than 60 companies and almost 3,000 employees) showed that 89% of participating companies are still implementing the four-day week and 51% have decided to do so. permanent. The study reveals a drop in employee burnout and fewer people leaving their jobs, which is consistent with other studies. A few days ago, the supermarket chain Asda concluded its own experiment with a four-week work week. days and decided not to continue with it.
But at the same time, South Cambridgeshire Council has declared its trial, which involved 450 reception staff and refuse collectors, successful. It claims an increase in productivity, a 39% reduction in staff turnover and an estimated saving of £371,500, mainly in staffing agency costs, in what was the largest public sector trial ever undertaken in the UK.
It is important to distinguish between different types of experiments conducted by organizations. Taking these more recent examples, South Cambridgeshire Council's test was based on a working schedule in which staff received 100% of their pay for 80% of their time, with the aim of completing 100% of their work A similar reduction in working time was central to the wider four-day week experiment in the UK, where participating companies from a variety of sectors and sizes had the option to implement different solutions, keeping 100% of salary with a significant reduction in working time.
Can the work be physically done?
Asda's trial of a four-day workweek required squeezing 44 hours into four days instead of five, for the same pay. Employees were asked to work an 11-hour daily shift, and some found this to be too demanding and physically exhausting. It was also difficult for those with caring responsibilities or those who relied on public transport. In particular, although Asda decided not to continue with the experiment, it announced that the trial of a flexible 39-hour week (over five days) will continue until the end of the year. Flexible work solutions are not limited to the four-day workweek, if organizations are willing to explore them.
It is important to pay attention to the type of comments and results that are revealed. For example, South Cambridgeshire Council's results report focuses primarily on performance improvements in key areas of work, but the analysis of results should include some clear feedback from employees. Staff opinions are key to understanding the success of these experiments.
An interesting point made by South Cambridgeshire Council is that it trialled the four-day working week because it cannot compete with other employers on wages alone, and it is important for recruiting new staff and retaining existing staff. In fact, the four-day work week can be part of an employee benefits package, and this can be crucial for the public sector when facing limited resources. Will it motivate employees?
However, we must consider the possible risks of this approach. For example, is it a reason for employers not to offer adequate or higher wages in the midst of a cost of living crisis? Or is it a reason for employees to do multiple jobs? While the latter is an individual choice, it should not be caused by the former.
The four-day workweek, like other flexible working solutions, should be offered by employers who want to hire talented and motivated employees, invest in them and offer them time and opportunities to improve their skills. All of this will help staff to be more productive in their work. Other European countries have also considered the four-day working week, such as Portugal, which has just successfully completed a six-month trial with 41 companies. In February this year, Germany began its own four-day-a-week trial with 45 companies.
Greece, however, has recently taken the opposite approach. Some businesses and businesses that provide 24/7 services can now move to a six-day work week instead of the traditional five days (or a 48-hour work week instead of 40 hours). The Greek government has explained the legislation as a way to address a shortage of skilled workers and low levels of productivity. But interestingly, these are also the reasons behind the trials of the four-day work week in Portugal and Germany.
Previous research has shown that longer work hours and work weeks do not necessarily mean higher productivity. This is especially true in a country where people already work too long (considering legally declared hours worked) and, more inefficiently, with stagnant wages. Is flexible the best option?
Overall, the appropriateness of a four (or six) day work week as a national approach is highly debatable. Companies are opting for customized hybrid approaches to flexible working that are not limited to the four-day work week and also depend on companies' finances and culture, as we show in our recent research.
Importantly, workers also have different preferences and make trade-offs with employers. They may require flexible working patterns that change where, not just when, they work. Ultimately, with the right arrangements that are tailored to business needs and framed by policies supported by modern governments, businesses can manage these. changes at work effectively to ensure an engaged and productive workforce. (The conversation) AMS
