4-day workweek trial: Shorter hours, happier employees

Work less, get more. A trial of a four-day workweek in Britain, billed as the world’s largest, has found that an overwhelming majority of the 61 companies that participated from June to December will keep going with the shorter hours and that most employees were less stressed and had better work-life balance.

That was all while companies reported revenue largely stayed the same during the trial period last year and even grew compared with the same six months a year earlier, according to findings released this week.

“We feel really encouraged by the results, which showed the many ways companies were turning the four-day week from a dream into a realistic policy, with multiple benefits,” said David Frayne, research associate at University of Cambridge, who helped lead the team conducting employee interviews for the trial. “We think there is a lot here that ought to motivate other companies and industries to give it a try.”

The university’s team worked with researchers from Boston College; Autonomy, a research organization focused on the future of work; and the 4 Day Week Global nonprofit community to see how the companies from industries spanning marketing to finance to nonprofits and their 2,900 workers would respond to reduced work hours while pay stayed the same.

Not surprisingly, employees reported benefits, with 71% less burned out, 39% less stressed and 48% more satisfied with their job than before the trial.

Of the workers, 60% said it was easier to balance work and responsibilities at home, while 73% reported increased satisfaction with their lives. Fatigue was down, people were sleeping more and mental health improved, the findings show.

That’s just what Platten’s fish and chips restaurant in the English seaside town of WellsNext-The Sea has found, especially in the hospitality industry where people often work seven days a week.

“Everyone is focused, everyone knows what they’re doing, everyone is refreshed,” said Kirsty Wainwright, general manager of the restaurant about a three-hour drive northeast of London. “What it means is that they are coming into work with a better frame of mind and passing that on to obviously the clients and the public that are coming here for their meals. They’re getting a greater service because the team are more engaged.”

Starting the trial going into the busy season in June, Platten’s, which is open seven days a week, found the biggest hurdle was finding a model that worked for everyone, Wainwright said.

They constantly communicated with employees to find what worked best, which was having the staff split into two groups, allowing one group to work two days on, and other to have two days off, she said.