How a 4-day working week can boost productivity

Talks of implementing a four-day working week have been circulating for some time now. With trials labelled a success for organisations, and companies as big as Bunnings giving it a crack, the movement has traction.

One concern leaders may face when considering this policy is whether productivity will see a dip. According to HR advisory director at Gartner, Robin Boomer, implementing a four-day working week can actually enhance productivity.

“Flexible work models have many perks; not only do they support employees as they juggle personal and professional commitments, they can also yield positive business outcomes. In a 2022 four-day working week trial in the United Kingdom, more than 60 companies across different industries reduced work hours in one of several ways – a coordinated extra day off, staggered days off, or an annualised 32-hour week for companies with seasonal demands – while maintaining pay,” Mr Boomer explained.

“The results were promising. Worker stress decreased, and most employees found it easier to balance work and personal commitments. There were also clear business benefits too, with talent retention improving by 57 per cent, and revenue improving by 1.4 per cent (on average).”

He continued: “Gartner research shows there is a clear link between flexibility and productivity. When employees have flexible options, they are happier, and their organisation is 3.8 times more likely to be high performing.”

With seemingly overwhelming positive results, what’s stopping organisations from making the change? Mr Boomer said a lack of clarity is one key reason.

“There’s certainly a lot of curiosity among employers regarding the four-day work week, with most looking for evidence (or validation) to give it a go. For some organisations, there is a lack of clarity around how a four-day work week can support their goals and objectives. With no standard model to follow, the approach can look different in each organisation,” Mr Boomer said.

“For others, ingrained beliefs about what is right, best and possible in the workplace is a key stumbling block. They just can’t imagine employees getting the job done in four days. Lastly, some leaders simply lack confidence in their ability to successfully set up a pilot to trial this style of work without impacting performance, productivity and staff morale.”

If leaders are considering implementing a four-day week, it’s important to gauge the different models that encompass it. Mr Boomer noted that there are various ways to implement it, and there is no one-size-fits-all approach.

“While there is no standard four-day work week model in place, organisations tend to fall into three types of structures to support the needs of their employees and ensure organisational goals and client demands are met,” he said.

“The first method is switching everyone to working the same four days across the organisation. This approach is the most seamless in terms of communication and coordination, as all employees are available at the same time.”

Mr Boomer continued: “The second option is to offer varying hours. This can provide additional flexibility to suit the individual needs of employees, but can have knock-on effects with team planning, support and learning opportunities.”

“Finally, a four-day work week can be an option that employees can choose to utilise if they want to, but still have the choice to work five days if they prefer. The key to a successful transition from five days to four is to determine the model or models that best suit your goals, then take a gradual approach to implementation, allowing your organisation to experiment and react in real time to potential challenges.”