From charterworks: What we've learned from global four-day workweek trials
Over the past couple of years, momentum for the four-day workweek has been building globally. Why do you think interest and excitement in a shorter workweek has spiked recently?
Third, work from home really opened employers’ eyes to the fact that they could do things differently. Finally, the pandemic crystallized for people the idea that two days is not enough to be off work, particularly for those with household responsibilities. They just don’t get enough of a break—and they need the break.We have survey results from 27 of the 33 companies that completed the trial.
On the employee side, we’re also seeing extremely positive results. We found that people’s wellbeing went up quite a lot: their work stress went down, their burnout rates went down, their job satisfaction went up, their physical health went up, and their mental health went up. Another interesting thing is at the beginning of the trial, we asked them to rate their current work ability compared to their lifetime best as a measure of self-rated productivity, and that went up significantly.
The most obvious thing that a lot of companies looked at is their meeting culture because meetings have gone out of control, particularly in white collar workplaces. They’re too long. There are too many of them. Too many people go to them. They’re too inefficient. And then there’s that famous phrase: ‘That meeting could have been an email.’ To cut down on working time, companies doubled down on meeting culture.
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