“The Four Day Week: A Modern Solution to an Age-Old Problem”

In 1926, Henry Ford reduced the working week of his employees at Ford Motor Company from six days to five days, with no reduction in pay. Ford’s decision was based on his belief that leisure time was important for workers and their families and that a world in which people had more leisure time would be one in which there was more demand for his products. However, his decision was met with opposition from other business leaders and some workers who saw it as a threat to productivity and profits. Critics argued that the reduced workweek would increase labour costs and reduce output, leading to decreased profits. Some workers were also concerned that they would earn less money with the shorter work week. Despite the opposition, Ford’s decision proved to be successful. Workers became more productive and had more time for leisure activities. Other companies eventually followed his lead and the five-day week became the standard in many industries.

In 2023, the debate now centres around a further reduction to four days, with proponents hailing it as a way to increase productivity and employee wellbeing, while critics argue that it is impractical in certain sectors. The UK recently conducted the biggest ever experiment on this working model, with more than 60 companies trialling a four-day work week between June and December 2022. The guiding principle of the study was 80-100-100: 80% of the hours to produce 100% of the work at 100% of the salary. Over 90% of these businesses have opted to extend the four-day week trial, with 18 of them adopting it permanently. The majority of employers who took part in the project say they have seen production levels maintained and improvements in staff retention and wellbeing. Business revenue stayed broadly the same, there was a 65% reduction in the number of sick days and 71% of employees reported lower levels of burnout. The article examines the pros and cons of the four-day work week. The advantages of a four-day work week are numerous. Improved morale and fewer absences are key benefits, as a shorter working week leads to less burnout, making staff happier and more focused in their roles. It can also aid recruitment by offering potential and existing employees a flexible working pattern, which can help attract and retain talented professionals. In the UK, more than 80% of people would prefer a four-day work week, according to a survey by recruitment company Reed.

However, there are potential drawbacks that should be considered. Firstly, it does not suit all industries. Sectors such as hospitality and retail are already facing a shortage in labour; reducing the number of hours worked by current employees will only serve to worsen the shortage. Secondly, the findings of the recent study must be taken with a pinch of salt. It was conducted over a six-month period; in such a short space of time, it is feasible that employees could make the extra effort to maintain output at pre-trial levels, especially with the added incentive of a permanent move to a four-day week if they are successful. It will be important to monitor whether productivity gains and reduced absence rates will be maintained over a longer period of time.

A recent article from The Times outlines what it describes as “shirking from home” – the rapid rise in popularity of activities such as golf, gyms and beauty salons during weekday afternoons (especially on Fridays). Are the increases in these activities representative of a new relationship between employee and employer? One in which the employee is trusted to work flexible hours so long as they can deliver the same productivity. Sceptics will argue that some employees are taking advantage of their new flexibility to the detriment of others and by not pulling their weight they will force employers to return to more traditional office working models.

Whatever our conclusions on this matter, there are a couple of key takeaways from the working from home debate that can be applied to the question of the four day week: • Employees demonstrate that they can maintain productivity at the required rate if they are to be given increased flexibility / time off • Employers must be able to trust their employees to operate more independently (and for that trust not be abused)

Despite the potential drawbacks, the appetite for a more condensed work week is strong in many parts of the world. Belgium recently granted its employees the right to work a full week in four days without loss of salary. In New Zealand, consumer goods giant Unilever has expanded its four-day week trial after encouraging results from an 18-month pilot. Iceland ran a four-day work week trial between 2015 and 2019, and found that the well-being of 2,500 workers who took part increased in terms of health and work-life balance. A 2019 poll of 36,000 Americans carried out by YouGov found that two-thirds of respondents would prefer a four-day work week, regardless of whether that meant longer working hours on those days.

Ultimately, the future of the working week will depend on the ability of employees and employers to align their respective interests. The Covid-19 pandemic proved that most companies were able to maintain output whilst also extending the option of increased flexibility through remote working. To generate a similar win-win outcome, employers will again have to place trust in their employees, whilst employees will have to demonstrate a willingness to generate the same output within a shorter period of time.