The majority (92%) of participants in the UK’s four-day week trial said they will definitely continue or are planning to continue with a four-day working week.
Four Day Week Global, Four Day Week Campaign and Autonomy led a six-month trial of a four-day week, with no loss of pay for workers, since last year, surveying 75 employers and 1,751 employees. The findings highlighted that 4% were leaning towards continuing, with the same number deciding to definitely not continue.
Employers rated their overall experience of the trial an average of 8.5/10, with business productivity and performance each scoring 7.5/10. Seven in 10 (71%) reported lower levels of burnout, 39% found employees to be less stressed, and 43% saw an improvement in mental health. More than a third (37%) saw improvements in the physical health of employees, 46% reported a reduction in fatigue and 40% saw a reduction in sleep difficulties.
The research also revealed that there was a 57% decline in the likelihood that an employee would quit, a 65% reduction in the number of sick days, 55% reported an increase in their ability at work and 15% said that no amount of money would make them accept a five-day week at their next job.
Revenue stayed broadly the same, in fact rising by 1.4% on average.
Charlotte Lockhart, co-founder and managing director of Four Day Week Global, said: “While the impacts on business performance and worker wellbeing are expected and welcome, it’s particularly interesting to observe the diversity in findings across various industries.
“These results, combined with our previous research demonstrate that non-profit and professional service employees had a larger increase in time spent exercising, while the small group of construction and manufacturing workers had the biggest reduction in burnout and sleep problems.”
Peter Cheese, chief executive at the Chartered Institute of Personnel and Development (CIPD), added: “This pilot has shown the potential organisations have to rewrite the rules on working norms across different roles and sectors, and create better balance of working lives for their people while maintaining business output and outcomes. It has shown the willingness to innovate and that the four-day week could be a valuable option to improve work-life balance and retain and attract people.
“The challenge will be in ensuring fairness, making sure people aren’t overworked on the days they are working, and ensuring productivity can be matched or bettered by working fewer hours. This will mean organisations understanding the people management practices and investments in technology that together will enable employees to work smarter rather than harder.
“This is the time to ensure that flexible working in all its forms is being explored, and that wellbeing and inclusion are key considerations alongside productivity and outputs.”
Charlotte Morris, associate solicitor at ESP Law, added: “There are many practicalities for a business to consider. From what day people won’t work, what happens with part-time workers who already work a short week, how you calculate holiday pay entitlement and an abundance of contractual changes which must be made with employee buy-in. Businesses can’t simply change a persons’ contractual terms unilaterally.”