Should we all be working a four-day week?

The pandemic brought a dramatic change to working life for many of us. Swapping the office for the kitchen table almost overnight, we quickly found that productivity doesn’t necessarily have to be tied to office attendance.

Post-pandemic, hybrid working is now an accepted feature of working life for many, and has inspired a re-evaluation of other working conventions many of us take for granted. This includes the five-day week.

One pilot project in the UK is investigating whether giving employees a four-day week with no reduction in pay could be mutually beneficial to companies and their workers. Could it ever become the norm in the UK, and what are the potential pros and cons?

Why is the four-day week being considered?

British workers have the longest hours in Europe but relatively low productivity. A 2019 study found Brits were 8% less productive than US workers, 11% less than French and 14% less than Germans.

Some studies suggest that a presenteeism culture encourages workers to be putting in hours without necessarily working hard. 64% of British office workers said they could fit their day’s work into fewer hours. This, combined with a wider shift in attitude to work (see the uptick in discussion around so-called ‘quiet quitting’ is leading some companies to start considering whether a more significant break from the traditional 9-5, Monday-Friday work pattern could boost both productivity and staff engagement.

What are the potential advantages?

Proponents of the four-day week argue that reducing hours allows workers to pursue activities that benefit wellbeing. With poor mental health of workers costing UK employers an estimated £56bn per-anum, allowing staff more time to pursue hobbies and activities to boost their mental health is a compelling thought.

Initial trials also seem to be having the desired effect. A pilot project at Atom bank found that 92% of staff said they were more efficient with a 4 day week, 13% were more engaged and 92% look forward to work. Sickness days also reduced from 230 days in June 2021 to 72 in June 2022. The pilot also helped to improve employee retention, loyalty, expand recruitment pool, with Atom Bank reporting a 500% increase in job applications.

Lower cost of living?

As well as an improved work-life balance, a four-day working week could help staff save money. An employee with a child under 2 would save around £1,440 in childcare and £340 in commuting costs per year. As we enter a cost-of-living crisis, this will become an increasingly persuasive argument.

Closing the office for a day a week could also reduce energy use in the workplace (allowing businesses to cut expenditure and emissions), while also slashing commuter emissions. A 2021 study found that companies moving to a four-day week could cut CO2 emissions overall by up to 20%.

Potential hurdles to overcome

While it’s clear the four-day week offers intriguing potential for many businesses, there are a series of factors businesses will need to consider before fully embracing the model, including:

• Customer satisfaction: How do you deliver round the clock service when employees are not in the office full time?
• Funding: Even if a four-day week boosts productivity, would it be enough to pay for the change?
• Implementation practicalities: If full-time workers get a day off without reducing pay, how does this impact part- time workers? Would part time-workers be paid more to account for the greater gap in hourly pay?
• Staff morale: If the transition is poorly managed, workers with heavy workloads could feel overstretched and work longer hours on the four-day week to compensateEssential workers: would essential services also transition to a reduced working week. If not, would this result in a two-tier system that creates more divisions? This is particularly relevant in organizations such as schools and hospitals, which include a combination of administrative and frontline staff.

Ultimately, the solution to these issues will vary from organization to organization, but moving to a four-day week model will never be as simple as informing staff they don’t have to log-on on a Friday.

The future of work?

The traditional 9-5 office-based working week already seems obsolete. Hybrid working has changed working culture, but it remains to be seen whether a shorter working week would achieve the aims of its supporters. While the four-day week may not ultimately work for every business, successful pilot projects re-emphasize the point that engaged staff and profitability go hand-in-hand.

BSI’s Prioritizing People model helps organizations to ensure that people achieve their potential, are treated well and there is a fair balance between people, purpose and profit.

There are also a range of standards designed to help organizations improve staff wellbeing and engagement, including:

• BS ISO 45003:2021: a ground-breaking standard that helps to manage psychosocial risks such as stress and anxiety.
• BS 8484: 2022: a standard that gives recommendations for the provision of safety and security for employees in a lone working scenario.
• BS EN ISO 27500:2017: a standard that describes the values and beliefs that make an organization human-centered.
• BS ISO 30415:2021: a new international standard that provides guidance on embedding diversity and inclusion into an organization.
• PAS 3000: a PAS that brings together best practice across all the disciplines involved in smart and flexible working: HR, property, and technology.

If you have any questions about how particular standards can play a role in re-shaping the future of work at your organization and ensure you prioritize your people, BSI members can get in touch with the Knowledge Centre’s information experts.