The four-day workweek is building momentum and may become more prevalent soon. A KPMG survey shows that 30% of large U.S. companies are exploring new work schedules that include a Monday–Thursday model.
Not surprisingly, the vast majority of U.S. workers favor a four-day workweek for their well-being. With employee burnout soaring and companies needing to be more creative to attract and retain talent, the shortened workweek is making more sense as another incentive employers can offer, along with hybrid and fully remote work concepts.
However, all these nontraditional work-model approaches present tricky terrain for CEOs and business leaders of all types. Weighing the pros and cons of a four-day workweek, planning how it will work, and implementing it pose a challenge to their leadership ability. Deciding whether to make such a significant change requires them to balance business goals, vision, and company core values with employee wellness, engagement, and productivity.
That balancing act arguably has never been harder. This new way of working is illustrative of the post-COVID disruptions all businesses have encountered. Many business leaders have had to adjust to employee needs and demands as well as to changing customer expectations and ways to scale business. They must act in the best interests of their people and their company. Before you decide the four-day workweek will work for both your employees and your business, consider the following points:
Avoid the One-Size-Fits-All Approach
The four-day workweek will not suit every company or every employee’s job description. Leaders should tailor any novel approach to the specific needs of the organization and its workforce. They must think through and consult with the other leaders about how a four-day workweek would fit different departments, whether it could be fully integrated, and whether it would move the needle—both in terms of company performance and employee engagement and efficiency.
You don’t make a major move like this just hoping not to backslide or to stay the same. Everything you do for the company should be about moving it forward.
Gather Feedback
Engage your primary stakeholders by polling their thoughts on a four-day workweek and how it would impact them. This includes gathering input not just from employees but also from customers and assessing the potential impact on products or services.
When addressing all groups about the possible change, start by explaining the vision. Emphasize the potential benefits behind the shift to a four-day workweek, such as work-life balance, better productivity, employee engagement, and talent retention.
With employees, gather their concerns and suggestions through surveys, town halls, or team meetings. While statistics indicate a majority of employees like the four-day workweek, it can’t be assumed, for example, that most at a given company would embrace 10-hour days in order to have three days off. For some, that might put more pressure on their weekly production or be too radical a shift.
In any case, transparency is essential. To create trust, address fears related to job security, workload increases, or salary changes. Bottom line: your decision should be data driven.
Transitioning and Implementing
Let’s say you have already decided a four-day workweek is a good move for both your company’s performance and for your employees’ happiness and productivity. Here are some strategies for transitioning to and implementing a four-day workweek and making it work:
- Staggered schedules (e.g., different teams working on different days): Consider flexibility in how the new workweek model is implemented. Some teams may prefer to work Monday–Thursday, while others might stagger days to ensure continuous operations.
- Seasonal implementation: This would involve adopting the four-day week only during summer months or one week per month.
- An early testing period: Start with a pilot implementation program to test the four-day workweek’s effectiveness, allowing time to evaluate its impact on productivity, employee engagement, and customer satisfaction. Monitor key performance indicators to assess how the new schedule is working.
- Model efficiency: Provide training on time management while limiting unnecessary meetings and using technology effectively. Make sure technology is up to date, especially if the four-day schedule includes remote or flexible work options. Evaluate current processes to reduce inefficiencies and ensure workloads are manageable within a four-day workweek.
- Adjust based on role: Tailor the implementation based on departments or roles that may require different approaches.
- Ensure consistency: Develop policies so everyone understands the expectations within the new work schedule.
- Gather regular feedback: Keep checking in with employees about their workload, stress levels, and overall thoughts regarding how the four-day workweek is going and whether it’s helped their productivity and satisfaction.
Planning and implementing a four-day workweek requires careful and thoughtful leadership that considers the employees first, but without compromising business performance and customer satisfaction. It’s an effective way to attract talent, boost retention, and enhance workers’ well-being. In this time when meeting the moment and adjusting accordingly has never been more important, leaders who know how to communicate and be flexible will keep their companies competitive and successful.
Jennifer Schielke (www.summitgroupsolutions.com) is the author of “Leading for Impact: The CEO’s Guide to Influencing With Integrity” and the CEO/co-founder of Summit Group Solutions, LLC, a relationship-focused IT staffing and recruiting partner. Her company is a multi-year Inc. 5000 awardee and a 2023 Inc. Power Partner. Schielke’s 30 years of business leadership experience also includes 20 years of life-on-life ministry, which advanced her commitment to serve others generously and to lead with integrity. Her passion overflows into leadership development and team engagement.