In recent years we have seen significant structural changes in how we work. Practices that were once less familiar, such as hybrid and remote work, gained ground quickly. What used to be considered a trend for the future became reality from 2020 onwards with the arrival of the Covid-19 pandemic.
To protect the health of employees and their families, companies moved to a remote working model. Along the same lines, the four-day working week is now being adopted by companies around the world.
In short, the goal of the four-day week is to maintain 100% of pay and productivity in 80% of the working time.
Like any structural change in a company, however, implementing and sustaining a four-day week has its benefits and its challenges. In this article we look at the positive findings from one of the largest studies conducted on the subject, involving companies of varying sizes and sectors.
Background
In our article "5 Trends That Are Changing the Job Market" we highlighted the initiative by 4 Day Week Global, which conducted extensive research involving 61 companies in the United Kingdom. Over six months, around 2,900 employees took part in the four-day week experiment, providing valuable insight into this innovative approach.
The study's primary objectives were to investigate the impact of reduced working time on employees at those companies and to assess employee wellbeing and business performance. Analyses were also carried out to understand how viable and sustainable a four-day week is, looking at the financial impact on companies and at revenue growth.
Benefits Evidenced by the Research
The purpose of this extensive study was not only to deepen understanding of the effects of a four-day week but to give a clear picture of the potential advantages companies and employees gain from adopting the approach.
The improvement in wellbeing was notable, with less stress, less burnout and anxiety, and more attention to mental and physical health.
Better Wellbeing and Mental Health
One of the most striking findings was the significant improvement in employee wellbeing. Stress levels fell markedly, and many employees reported lower levels of burnout and anxiety. Having more free time allowed greater attention to mental and physical health, with more opportunity to exercise and less fatigue.
The before-and-after data shows that 39% of employees were less stressed, and 71% reported reduced levels of burnout at the end of the six-month trial.
Balance Between Work and Personal Life
With one working day fewer, employees achieved a healthier balance between professional and personal obligations. Many used the time for family and social activities, reducing the stress of juggling the two.
During the trial, work-life balance metrics improved significantly. Employees also found it easier to combine work and family responsibilities — 54% reported better balance. Satisfaction with finances, relationships and time management rose as well.
60% reported a greater ability to combine work with caring for children or dependants, and 62% found it easier to balance work with their social life.
Improved Performance and Productivity
Strikingly, the experiment did not only reduce working hours; it also improved performance and productivity. The rise in satisfaction, better time management and greater efficiency in processes all happened without increasing the intensity of the work.
Employee Retention and Job Satisfaction
The rate at which employees left the participating companies fell considerably during the trial period, indicating better talent retention. Many employees also expressed higher overall job satisfaction, saying that the shorter week had a positive effect on their engagement and motivation.
The number of employees leaving the companies fell by 57% during the trial period. That underlines the positive impact of a shorter week on overall employee satisfaction, with people reporting greater engagement and motivation.
Other business metrics also showed positive effects from shorter hours. Company revenue remained broadly stable over the trial period, with an average increase of 1.4%, weighted by company size, across the participating organisations.
The experiment was a success. Of the 61 companies that took part, 56 are continuing with the four-day week (92%), and 18 confirmed that the policy is a permanent change.
Conclusion
Moving to a four-day working week represents a significant change to the traditional structure of work, and it is increasingly recognised as beneficial for employees and companies alike. The research by 4 Day Week Global, involving a range of companies, illuminated the positive effects of this new approach.
The study showed that a four-day week helps improve employee wellbeing, reducing stress, anxiety and burnout. It also allowed a healthy balance between professional and personal demands, giving employees more time for their families and social lives. Better work-life balance produced greater satisfaction and even better management of time and personal finances.
Strikingly, the change did not compromise productivity or performance. On the contrary, many companies saw efficiency and job satisfaction rise.
By offering more time for personal care and for balance between work and life, this new way of working benefits individuals and also produces healthier, more resilient companies.