Implementing a four-day working week amidst a DEI backlash

While the concept of the four-day working week has been around for many years, recent return to office mandates and DEI rollbacks have made it more of a talking point than even before. With businesses including Amazon, Boots and Santander demanding workers be more ‘present’ in the office, making a business case for the four-day working week is becoming harder.

Much of my work in recent years has focused on research into flexible working practices and in particular the four-day working week. With these studies showing the positive impact on workers – from improvements in productivity and wellbeing to increased retention and loyalty – it shouldn’t be dismissed lightly. While the idea of a four-day working week with no loss of pay and an actual reduction in hours worked is appealing to employees, many business leaders believe it is both difficult and detrimental to implement in their organisation.

But our research findings suggest that is far from the case. For example, organisations with diverse roles and a large workforce can benefit, however the challenge lies in adapting the model to different functions. Taking a flexible approach with multiple implementation formats within the same company can make it feasible to adopt successfully.

Steps to success

Regardless of the size and complexity of the organisation, there are three key steps that all business leaders must adopt to properly test the successful implementation of a four-day working week. These have been tried and tested in trials across the globe, and will give organisations the confidence and foundations on which to test the water.

Consult all stakeholders
Engaging employees, middle management, shareholders, and customers is crucial to understanding expectations, concerns, and potential adjustments needed for a smooth transition.

Many people will be affected by a change in approach, not just the workforce. Understanding the impacts on people within and outside of the organisation will ensure that all potential opportunities and threats have been considered before moving to the next stage. It will also help with adoption and acceptance further down the line if everyone has been consulted and their views heard.

Gather information

Data and insight are vital in making the right decision for your business. Research how other companies in the same sector have successfully implemented the model and establish connections with them to learn from their experience.

Assess whether additional staff hiring is necessary to maintain optimum levels of operation. What impact will this have on the bottom line and is it feasible? Analyse how other businesses have handled aspects such as scheduling holidays and attributing meal allowances.

Start slowly
With such a largescale change, taking slow and incremental steps, instead of an immediate full transition is key to maximising success. There are a number of approaches which businesses can take to introduce reduced working hours gradually:

1. Implement a ‘nine-day fortnight’, where employees work nine days over two weeks instead of ten
2. Introduce Friday afternoons off before working up to a full day
3. Evaluate customer needs and identify the best ways to ensure smooth internal coordination

By carefully planning and adapting the four-day working week model to fit a business’s individual structure, numerous benefits can be enjoyed. Improved employee performance, reduced turnover and absenteeism, increased profits and revenue, and greater company visibility are all proven by-products of a four-day working week and key reasons why it’s an approach worth considering for long-term success, especially when implemented in a prudent and phased manner.