The proposed change soon to positively impact employee wellbeing

We’re living in what most of us can consider to be interesting and constantly changing times. These are ultimately presenting opportunities and challenges for employers and employees alike, but how do they impact wellbeing?

Finding the perfect balance can be hard. According to new research by Zest, 86% of all employees think it’s a vital factor of their attitude towards work, with 87% of employees between the age of 18-34 of the same belief.

With a wellbeing wave well and truly underway, the research has also found that three quarters (76%) of employers have recently introduced more wellbeing benefits to meet workforce demand.

And top of that list from our recent findings? A four-day working week.

Labour is currently exploring a policy allowing employees to request a four-day working week by compressing their usual hours into fewer days. This proposal, part of the “New Deal for Working People,” focuses on enhancing employee rights and wellbeing. Businesses wouldn’t be forced to adopt it, but employees could request it, with requests to be considered by their employer based on operational feasibility.

The good news is that businesses are open to improving. With the same Zest research also finding that 46% say their benefits offering could be better personalised to employees.

61 UK firms have been trialling it so far, with 90% of those firms now adopting the four-day work week permanently. 71% of their employees reported less burnout, with productivity, profit, wellbeing, and staff retention measured among other things.

There are benefits to be considered, but as with any change it would need to be embraced for the benefits to be realised. Organisations need to consider how they might adapt to optimise these and consider if the identified challenges are due to the decision makers own generational and social norm views, or for good business and operational reasons.

I’m already hearing the ‘it will never work here’ comments, without due consideration; and the ‘well, I never had the opportunity’ reactions before the potential benefits are considered.  We need to challenge our own fixed mindset sometimes!

Work-life balance and wellbeing:

A four-day week can boost work-life balance, reduce burnout, and increase job satisfaction. With more time for rest and personal interests, employees may become more engaged, which would help to reduce turnover. However, it does require us to change and accept that a 4-day week could become the new norm – it might just work and pay off in multiple ways. We’re all going to live longer and work longer – getting a balance that supports the individual and the business is vital.

Impact on productivity:

Countries like Iceland and New Zealand have shown that productivity can stay steady or improve with fewer working days. However, this requires careful planning, clear goals, and streamlined processes. Are we prepared to invest in this change to achieve the benefits?

By the way – it doesn’t mean that we all shut up shop on a Friday as one Company said to me; rather we look at how we manage resources across the working week and look at our customer needs to mirror those.

Cultural shift:

This approach emphasises outcomes over hours worked, requiring a shift from presenteeism to trust and autonomy. Both leaders and employees may need training to adapt and support. This cultural shift, and our own reactions to it, shouldn’t be underestimated. Equally those initial reactions can be really telling and should be talked through – “Why am I / we reacting in this way?”

Flexibility lessons:

The pandemic proved employees value flexibility. A four-day week could build on these gains, but implementation must consider business and employee needs. There is always a balance; consider what this might look like for you and your business.

Positives:
Improved wellbeing, enhanced employee retention, and an improved ability to attract top talent.

Negatives:
Potential challenges with tight deadlines, customer service and industries where changing work arrangements may not be feasible or must be rethought.

HR’s role in driving a successful 4-day work week transition is critical. Key areas of focus include:

• Upskilling leaders: Developing emotionally intelligent leadership to consider and manage change effectively.
• Engaging sceptics: Address concerns with data and supporting rationale for change – I do love a pilot to try things out.
• Measuring impact: Track and analyse the impact on business performance.
• Managing culture shifts: Integrate the new approach into policies and communications, try it out with a pilot area.
• Recruitment and retention: Align the strategy with talent needs.
• Storytelling: Share real-life employee examples of success.
• Multi-generational needs: Consider how your approach can support a diverse workforce across five generations.

With only 44% of employees firmly believing their career is one of their top priorities, could this number start to shift with the introduction of a more flexible working week?

To download Zest’s Employee Benefits Report in full, click here.

Annette Andrews is the founder of Acaria Consulting and a thought leader on Conscious Leadership.

As a former Chief People Officer for Lloyd’s of London, HR Director at Lloyds Bank and Ford Motor Company, and Faculty Lead of the Company of HR Professionals 2024 National Leadership Programme, Annette now spends her time speaking and writing about leadership, with a focus on enhancing employee attraction, retention, and engagement – and coaching and consulting with executives and their teams.