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Four-day work week? Sure!

June 16, 2022
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Warrick Long
The evidence seems to be let’s give it a go

My father would be shaking his head at the growing trend for companies to explore a four-day work week. The man adamantly believed employees had to be at the office five days a week, otherwise you would go out of business. If the prospect is so grim, why are so many companies looking more seriously at implementing the four-day work week?

An article in the magazine Insight from the Kellogg School of Management at Northwestern University explores this in some detail. It notes the increasing power employees have over their schedules and the appeal of a four-day work week to them, giving companies that adopt it an advantage in sourcing talent.

Europe has been the early adopter, with Iceland, Belgium, Scotland and Spain all well into pilot programs. Thirty companies in the UK are about to trial, and at least two in New Zealand. A number of US companies are also at the implementation stage following successful trials.

The main advantages of a four-day work week include:

  • Greater productivity per hour of work
  • Less stress among workers
  • Greater worker fulfilment
  • Better health of workers

The article acknowledges the four-day work week is not a “one-size-fits-all” approach, with knowledge and white-collar workers being the best fits. Restaurants and call centres could also have problems, but it is still worth exploring the potential advantages.

Planning and preparation are key to ensure there are no legal impediments and to answer questions such as whether it is mandatory or optional for workers, whether remuneration remains the same, and what roles are most suited. Leaders need “to be clear on the initiative’s goals, its definition of success, and how progress will be tracked and measured.” A trial period of at least six months is recommended.

Potential pitfalls can include:

  • Customers and partners not having access to your office at key times
  • Potential inequalities among workers where it is optional
  • Perceived disadvantages for employees who are not as visible

The article offers practical suggestions to deal with these issues.

Overall, the tenor of the article is nudging in the direction of having a go. It’s certainly worth thinking about.


Photograph: Rawpixel.com at www.freepik.com.

About the author: Dr Warrick Long is an experienced chief financial officer, company secretary and company director, having worked for more than 35 years in the not-for-profit sector. From 2013 to 2024, he was part of the Avondale Business School (ABS) lecturing as a leadership and governance specialist and coordinating the Master of Business Administration and a leadership and governance specialist. Since late 2024 Dr Long has been serving as the Chief Financial and Operations Officer for Avondale University and undertaking some casual lecturing in the ABS. LinkedIn

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