UK-based medical and healthcare communications organisation Synergy Vision has formally implemented a four-day working week for its 53 staff in London, Dublin and Sydney, following the completion of a six-month trial period.
The organisation started the trial in December 2018, with the policy being formalised as a permanent working structure from July 2019. Synergy Vision communicated the new policy to its employees using a team day (pictured).
Synergy Vision decided to introduce a four-day working week to help create team-focused and forward-thinking working standards. Furthermore, the organisation aims to improve productivity and happiness, while reducing anxiety and the need for freelance staff, where employees would opt to become freelancers rather than remain on payroll in order to achieve greater flexibility and work-life balance.
The new working pattern enables Synergy Vision’s employees to work 36 hours over four days, compared to the previous system of 40 hours over five days. Staff are entitled to the same salary and holiday allowance as before. Typically, employees take the same day off each week to facilitate workload planning.
Ffyona Dawber, chief executive officer at Synergy Vision, said: “When Henry Ford reduced the working week from six to five days because of improved productivity due to automation, everyone thought he was mad. Now we have shown it’s possible in agency life, we hope others will have the courage to follow. It’s a win-win situation.”
In November 2018, prior to the commencement of the trial, Synergy Vision conducted a staff wellbeing survey; this was repeated every eight weeks over the course of the pilot in order to track success and results. On average, this regular survey received a 75% response rate and represented all departments across the business.
Between November 2018 and May 2019, the number of employees enjoying a positive work-life balance increased from 23% to 48%, with the proportion of staff agreeing that work intrudes on their home and social life also decreasing, from 65% to 45%. Around two-thirds (65%) of employees reported working overtime at the beginning of the four-day week trial, but this dropped to under 50% by May 2019.
The surveys further demonstrated that staff happiness had improved as a result of the four-day working week. Employees reporting happiness levels of seven or more, where 10 is the highest, increased from 70% to 97% over the trial period, while staff who cited happiness levels of nine or 10 also improved from 12% to 51%.
Half (50%) of staff reported no issues with the four-day working week. Of those who did have problems with the new arrangement, measures such as shared inboxes, resource planning, improved booking and tracking systems and nominating a core day a week when everyone works alleviated staff issues.
Eileen Gallagher, managing director at Synergy Vision, added: “We’re thrilled to be at the forefront of the [four-day working week] movement, particularly given the demands that our sector often puts on work-life balance. Obviously, delivering the difference to our clients is at the heart of Synergy Vision and we have shown that we can still do this and have a focused, happier workforce.
“We had considered the pros and cons of a [four-day working week] at length and were expecting to have to adapt. Ultimately, because we were all open to challenging existing processes, the adjustments were minimal. It really demonstrates that where there’s a will, there’s a way.”