The Slow Drift Towards a Four-Day Working Week: An HR Perspective
The four-day working week is no longer a radical concept—it’s becoming a realistic and increasingly attractive option for many organisations. In recent years, developed economies have seen a slow but steady drift toward normalising this model, driven by evolving expectations around work-life balance, productivity, and employee wellbeing.
In the UK, a six-month trial coordinated by 4 Day Week Global involved over 60 companies across various sectors. The results were compelling: 92% of participating organisations chose to continue with the model after the trial concluded. The reasons were clear—improved productivity, reduced absenteeism, and enhanced employee satisfaction. Atom Bank, a UK-based digital bank, adopted the four-day working week without reducing pay and saw a 49% increase in job applications, alongside a significant boost in employee engagement and morale.
Internationally, similar experiments have yielded promising results. Iceland’s government-led trials, which ran from 2015 to 2019, demonstrated that reducing working hours without reducing pay can lead to sustained or even improved productivity, while significantly enhancing employee wellbeing. Microsoft Japan’s experiment, which gave employees Fridays off for a month, led to a 40% increase in productivity. These examples highlight the potential of the four-day working week, particularly in knowledge-based sectors where output is measured more by results than by hours spent at a desk.
From an HR perspective, the transition to a four-day working week is not merely a logistical challenge—it’s a cultural shift. It requires rethinking how work is structured, how performance is measured, and how teams communicate. According to the CIPD (Chartered Institute of Personnel and Development), while many employees express strong interest in shorter working weeks, employers remain cautious. Concerns include maintaining service levels, managing client expectations, and ensuring fairness across different roles and departments.
ACAS (Advisory, Conciliation and Arbitration Service) notes that flexible working requests have become more common and complex, especially since the introduction of the “day one” right to request flexible working in the UK. HR teams are now tasked with balancing individual preferences with operational needs, all while ensuring compliance, consistency, and fairness. This balancing act is particularly challenging in organisations with a mix of frontline and office-based roles, where flexibility may not be equally feasible.
Managerial buy-in is crucial to the success of any four-day week initiative. As SHRM (Society for Human Resource Management) reports, managers often appreciate the clarity and structure of a four-day working week compared to more fluid flexible arrangements. However, without a corresponding reduction in workload, employees may feel pressured to cram five days of work into four, leading to stress and burnout. HR leaders must ensure that expectations are realistic and that productivity gains are achieved through smarter working—not just faster working.
Knowledge-based industries—such as finance, tech, legal, and consultancy—are particularly well-suited to a four-day working week. These sectors rely on cognitive output rather than physical presence, making them more adaptable to compressed schedules. For these organisations, offering a four-day working week can be a powerful differentiator in a competitive talent market. It signals a commitment to employee wellbeing, progressive values, and a willingness to innovate.
The future of the four-day working week lies in thoughtful, data-driven implementation. Piloting the model, gathering feedback, and being willing to adapt are essential steps. HR professionals play a pivotal role in this process. It requires rethinking traditional models of work, investing in training and technology, and fostering a culture of trust, accountability, and continuous improvement.
Ultimately, the potential rewards—a more engaged workforce, improved retention, reduced burnout, and a stronger employer brand—make the journey toward a four-day working week not only worthwhile but perhaps inevitable. As the world of work continues to evolve, HR leaders have a unique opportunity to shape a more sustainable and human-centric future of work.
