Productivity

The Four-Day Workweek Debate: Exploring the Pros and Cons for Businesses and Employees

2025-04-21T16:14:47-04:00

The four-day model promises a compelling trade: maintain productivity while giving workers more time to rest, pursue personal interests, and care for their families.

Who doesn’t want to work less?

No matter how much you may love your job, it’s unlikely you’d turn down the chance for an extra day off — every single week.

The five-day workweek that we know today started on factory floors in the 1920s. But more and more organizations are finding the traditional workweek doesn’t apply to the modern working world, and that putting in more days doesn’t necessarily translate to being more efficient.

카지노 커뮤니티 추천 that have made the shift away from this tradition say it helps to attract more talent, improve employee satisfaction, and even increase productivity. But is it right for your organization?

What is a four-day workweek and why is it trending?

A four-day workweek is exactly as it sounds: a workweek that lasts only four days instead of the traditional five.

This could either be through compressing hours, such as employees working 10 hours per day instead of eight to reach a full 40-hour week or reducing the total number of hours per week.

While there has long been interest in a four-day workweek, that interest has grown post-pandemic, as employees seek more flexible work arrangements.

“I’ve seen significantly more comments from employees on Trust Index™ surveys about a desire for a four-day workweek, especially for employees who are working in person,” says Ruby Storm Green, culture coach at Great Place To Work®.

“Part of this is due to return-to-office. Employees are experiencing more frustration with commuting, from both a time and cost perspective. Working four 10-hour shifts would remove an entire day of commuting and its associated costs.”

In 2022, 61 companies in the UK ran the world’s largest four-day workweek trial. After the six-month pilot, 92% of participating employers said they would continue with a shorter workweek, with 18 of them confirming it to be a permanent change.

Among the biggest benefits were employees’ well-being:

71% reported reduced levels of burnout
54% reported a reduction in negative emotions
39% said they were less stressed
37% said their physical health improved

“A four-day week allows for more work–life balance overall,” says Green. “For example, if someone works in healthcare in a role that is emotionally taxing, working four 10-hour shifts instead of five eight-hour shifts would give that employee three days to decompress. It helps to prevent burnout and, in turn, reduces turnover.”

While businesses may worry about productivity dropping if they were to offer reduced or compressed hours, this didn’t seem to be the case in the study.

Company growth and revenue stayed roughly consistent over the trial period. And turnover, which can be costly to employers, dropped by 57%.

The pros of a four-day workweek for employees and businesses

Improved employee well-being and mental health

Shorter weeks allow more time for recovery, family, and personal priorities. The result? Reduced burnout and absenteeism, and better focus during working hours.

San Francisco-based e-commerce company Bolt trialed a four-day workweek when they realized several employees were experiencing burnout. For three months, all employees went offline every Friday.

The trial was a total success, with 84% of employees reporting improved work–life balance, and 86% saying they were more efficient with their time.

Boosted productivity and focus

Sometimes, less time at work actually leads to more output. When there are fewer hours available, teams become more intentional about their time. They evaluate what’s truly necessary versus getting caught up in “busywork.”

The key is to give employees clear goals and the autonomy to make those decisions about what needs to be done. When employees understand their deliverables and are trusted to achieve them, it gives more purpose to their work.

Enhanced talent attraction and retention

If you’re trying to recruit and retain top talent, flexible work could be a key component of your employee retention strategy.

Millennials and Gen Z are increasingly demanding better work–life balance, and flexible work arrangements can help to retain parents and caregivers, who may be struggling to manage their work duties with home responsibilities.

After Bolt changed to a four-day workweek, the company saw a 200% increase in applicants. And Great Place To Work research has shown that when employees have a say in when and how they work, this builds a sense of workplace trust, which in turn boosts employee productivity, engagement, and retention.

Cost and sustainability benefits

A four-day workweek could even cut your operating costs, save employees’ money, and help the planet.

If your company is open one less day, that could mean less electricity, heating, and water. And employees commuting less reduces your emissions output.

It can also help with staffing costs. When employees have a free day to deal with personal appointments that might not be possible on weekends, it reduces the need for time off.

The cons of a four-day workweek and potential risks

Potential for increased work intensity

Not all work is suited to a four-day week and may actually increase stress instead of reducing it.

Healthcare staff might find themselves rushing through patient appointments, potentially compromising the quality of care. Manufacturing teams might increase error rates when pushing to meet the same production targets in fewer days.

Inequity across roles and teams

Four-day workweeks can create workplace divisions if they’re not implemented fairly. For example, a tech company might give its developers Fridays off, but helpdesk staff must continue working shifts to provide customer support.

It’s important to extend benefits to all employees. That could be with flexible scheduling options, additional paid time off, or comparable perks for those who can’t work compressed weeks.

Customer service and collaboration challenges

“If you are only open four days a week, that could make it more difficult to serve all of your customers,” says Green.

It may also be harder for teams to collaborate if they’re not all working on the same days — employees may need to negotiate and coordinate so that certain team members always work the same shifts.

Cultural misalignment or poor implementation

When team members work on different days, messages might get missed, or decisions could get delayed.

Managers need to ensure company information is shared equally with everyone, rather than expecting those who were off that day to simply “catch up.”

Similarly, there should be clear expectations about response times. If an employee feels obligated to respond to their working colleagues even though it’s their day off, it wipes out all the well-being benefits of a reduced workweek.

Is a four-day workweek right for your organization?

Not every workplace will fit the four-day model. Before jumping in, consider your operational needs.

“It’s important to determine how it will impact customers,” says Green. “Will you need to close your business for an extra day a week? Or is there enough staffing resources to have the scheduling spread across days?”

A pilot program can help you test the waters. Bolt ran their pilot program for three months before deciding to make it permanent.

Rimini Street, a software and engineering services provider, also ran a three-month pilot for adopting a four-day workweek. Employees were encouraged to take off one day a week as a “Fabulous Friday.”

The company then assessed how its four-day workweek impacted culture and employee satisfaction, and whether there were any negative effects on the organization or its clients. Those results helped them to decide how to roll it out long-term.

How to implement a four-day workweek thoughtfully

Begin with employee listening

“The first step is listening to employees,” says Green. “Does everyone want a four-day workweek, or is it just specific employees? Is it possible to have some employees work five days a week and some four days a week?”

Use surveys, such as Great Place To Work’s employee engagement survey tool, to get a sense of how employees view your workplace and their experience within it. You can also conduct focus groups for more open-ended discussions to gauge interest and concerns.

“Understanding why employees want to have a four-day workweek is also vital, as you need to ensure that their needs will actually be addressed with the change,” says Green.

Establish outcome-based performance goals

Trust is the key to making shorter workweeks work. Managers must trust that employees will get their work done with less oversight, and workers need to trust that they’ll be judged on results, not hours logged.

Clarify how success will be measured and conduct regular check-ins to catch and fix problems quickly. Ask employees what would help them succeed in a shorter week, then build the new schedule around their input.

Create flexibility, not rigidity

Every workplace is different, and what works for one employer may not work for another.

For example, a financial institution may need to maintain the same hours as the stock market, which means closing on a Friday simply isn’t feasible.

Similarly, every employee and role is different. Some may thrive with a 10-hour workday, while others may lose their steam. Whatever new schedule you adopt for your workplace, it needs to be equitable to all employees, rather than benefiting only a select few.

Give options that support both your business and your employees. These could include compressed hours, job sharing, or flexible PTO.

For inspiration, check out these flexibility examples from great workplaces.

How leadership can guide the shift to flexible work

Model balance and trust

Leaders at the Best Workplaces™ practice what they preach.

In a four-day week or other flex arrangement, leaders must take their own time off and respect boundaries. If management is sending late-night emails on their days off, it tells employees that they aren’t really entitled to their own time off either.

It’s also important to focus on outcomes rather than hours logged and resist the urge to micromanage. Teams that feel trusted to manage their time will perform better.

Communicate openly and regularly

Clear, consistent communication is key to any workplace, but especially when you are shifting to a flexible schedule.

Set up regular check-ins to ensure everyone stays aligned and create multiple channels for feedback to stay on top of what’s working and what’s not. Those could be anonymous surveys, team discussions, and one-on-ones.

Recognize success and make adjustments

Acknowledge early wins to build momentum, whether that’s completed projects, improved metrics, or positive feedback. Share these successes across the company to reinforce the value of the new approach.

But be willing to adapt based on data and feedback. If certain processes aren’t working or teams need modified schedules, make those changes promptly.

Create a culture that supports the future of work — whatever it looks like

The four-day workweek isn’t a one-size-fits-all solution. While it can bring meaningful benefits for some organizations, it can pose real challenges for others.

Whether you’re adopting a four-day model or sticking with a traditional schedule, the foundation remains the same — a high-trust culture, clear expectations, and open communication.

Curious how your workplace might benefit from a reduced workweek? Great Place To Work’s employee surveys can guide companies in making thoughtful, data-informed decisions about flexible work strategies.

Why High-Trust Cultures Excel on Productivity Metrics Like Revenue Per Employee

2025-04-02T05:00:53-04:00

Here’s how the Fortune 100 Best 카지노 커뮤니티 추천 outperform the market on a key measure of efficiency and profitability.

카지노 커뮤니티 추천 across industries have pivoted from the frenzied hiring of the post-pandemic era to questions about efficiency.

Nearly half of managers said layoffs were likely at their company this year, per a January survey. 카지노 커뮤니티 추천 of all sizes are looking to do more with less, leverage technology to increase productivity, and trim costs.

If your company isn’t actively trying to shrink its workforce, a smaller team might still be on the horizon as a mass retirement wave is predicted in key frontline sectors around the world.

Which companies are ahead of the curve on productivity and efficiency? The 2025 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® have 8.5 times the revenue per employee (RPE) compared to the U.S. public market RPE.

What is revenue per employee and why does it matter?

Revenue per employee is the ratio of a company’s revenue divided by the total number of employees generating that revenue. For example, if you have revenues of $1 million and a workforce of 100 employees, your RPE is $10,000.

This simple metric can be used by companies of any size to answer a simple question: Am I getting enough value from the talent working for my company?

For most companies, this is an existential question. In analysis from McKinsey across eight major industries, companies spend at least three times as much annually on talent compared to capital expenses like machinery or facilities.

As a result, RPE becomes a meaningful indicator of profitability. Although it doesn’t capture the full picture, it’s a valuable tool for understanding efficiency across your workforce, when weighed in concert with other metrics.

Why great workplaces have higher RPE

The Fortune 100 Best 카지노 커뮤니티 추천 to Work For — a list of 100 organizations selected by Great Place To Work® based on employee survey data — represents a group of companies with the highest levels of employee trust in the U.S. as measured within the Great Place To Work Model.

These high levels of trust result in stronger business performance compared to typical workplaces. Great Place To Work compared the revenue per employee of the 2025 100 Best 카지노 커뮤니티 추천 against data collected by Aswath Damodaran, a professor and researcher at New York University’s Stern School of Business.

The result? The 100 Best companies have an average RPE of $883,928. That’s 8.5 times higher than the $104,030 companies in the public market typically see per employee, according to data from 6,000 companies collected by Professor Damodaran from public sources like Bloomberg, Morningstar, and the S&P 500. This gap cannot be attributed to factors like industry, or whether a company is publicly traded or privately held. In each industry, a significantly higher RPE was seen for the 100 Best. When looking at just publicly traded companies on the 100 Best, they had an RPE number 9.4 times the market, and private companies were close behind with an RPE 7.7 times higher.

The upshot? Regardless of industry, structure or ownership, high-trust workplaces have a much stronger RPE, indicating higher levels of productivity and performance.

Just look at the 100 Best, which over the past 26 years have outpaced the stock market by a cumulative factor of 3.5 times.

Making RPE sustainable

There are temporary ways to inflate your RPE numbers. Cut a large number of workers and suddenly it looks like your workplace is much more efficient on paper.

That’s not how the 100 Best do it. While they might conduct layoffs — an unfortunate, but sometimes necessary part of doing business — Great Place To Work data shows that something else is happening that drives sustained long-term performance at these companies.

“What you see is that leaders have a clear direction for the company,” says Sarah Lewis-Kulin, vice president of global research and recognition at Great Place To Work. “People are encouraged to innovate and find better ways of doing things, and there’s great communication.”

A combination of agility and effort drives efficiency and performance, resulting in more revenue generated per employee.

A foundation of trust unlocks the full potential of your workforce. At the 100 Best, 84% of employees say they can count on people to cooperate, a 29% increase over the typical U.S. workplace.

At great workplaces, a cooperative culture is one where promotions and recognition are awarded fairly and transparently. Employees have shared definitions of success, and open communication around company goals and expected behaviors. They can find a mentor who takes time to help them develop. They get support to try new ideas and are inspired to take on stretch assignments and take risks.

This creates a sense of purpose, an understanding that one employee’s success doesn’t come at the expense of someone else on the team. Instead, employees feel they have the tools to participate fully in a shared mission — and trust that their contributions will be celebrated and rewarded. People offer to help get a project across the finish line, even when the task at hand isn’t in their job description.

That’s why when employees say they can count on cooperation, they are a staggering 720% more likely to give extra effort on the job.

Why you should connect RPE to employee survey data

While revenue per employee can be affected by external factors, from supply chain costs to a changing economic climate, leaders should consider their workplace culture as a crucial driver.

Start by surveying employees, and use data to identify opportunities for building trust and unlocking potential across your workforce.

“This research emphasizes just how critical it is to invest in great leaders who can move your people and your business forward,” says Karina Monesson, director, global strategic workplace insights at Great Place To Work. With employee survey data broken down by leader, you can identify where employees are thriving or barriers that suppress team performance.

Do employees have a manager who is invested in developing them? Is there frequent communication about company priorities and long-term goals? Do they understand what is expected of their role and how it contributes to the bottom line?

“That all starts with managers,” Monesson says, with the nine high-trust leadership behaviors offering a playbook for improving leadership across the organization.

Another place to look is access to innovation and engaging more employees in “jumping the S curve” or growth. Great Place To Work research found that when employees at all levels of the organization have the opportunity to try new things and participate in developing new ideas or products, companies had 5.5 times the revenue growth of their less inclusive peers.

That might be one reason why employees are 60% more likely to give extra when every employee can receive special recognition for their work. As more employees have the opportunity to take risks and contribute new ideas, regardless of outcome, the number of employees going above and beyond in the organization increases.

Another key driver? Having meaningful work makes employees 50% more likely to give extra. Again, innovation often provides employees the chance to have a tangible impact, and become more connected to the deeper mission of an organization.

There are plenty of other factors responsible for these experiences in the workplace, Lewis-Kulin warns. However, for companies looking to revitalize their culture, these can be good places to start.