The concept of a four-day workweek has gained significant attention, with proponents arguing it could revolutionise employee wellbeing by reducing burnout, increasing productivity, and offering better work-life balance. However, despite the enthusiasm, it’s important to acknowledge that this shift may not be as beneficial for employees as it appears on the surface.
While a shortened week promises a better quality of life for workers, the reality is that the practicalities of its implementation may present a host of challenges. In many industries, the four-day workweek could inadvertently create more stress, harm productivity, and negatively impact the overall wellbeing of employees.
Increased pressure and condensed stress
One of the primary arguments for the four-day work week is that employees will become more focused and productive within a shorter timeframe. However, as Neil Barry, a Health and Safety Advisor, points out:
Has the potential reduction in hours been calculated in the ‘KPIs’? There’s too many variables at the moment to give an honest answer.
Condensing five days of work into four may simply result in increased pressure on employees to meet deadlines and targets in a shorter period of time.
For employees working in high-pressure environments, this could exacerbate stress levels, rather than alleviate them. Studies may show improved productivity in certain trials, but the question remains whether this increase is sustainable over the long term, or if it leads to burnout. What may work in a trial setting may not reflect the reality of long-term implementation in more complex business environments.
A one-size-fits-all solution doesn’t work
A key issue is that the four-day work week is being hailed as a universal solution to modern workplace challenges. Yet, as Deborah Walker, CMIOSH, highlights,
Several times this council has been instructed to stop the trial as it’s not met its originally scoped outcomes across all KPIs.
This trial at South Cambridgeshire District Council illustrates that the model does not fit every organisation or sector.
For employees in industries where customer service or continuous operation is required, a four-day week could create significant disruptions. Smaller businesses may struggle to manage workloads, while employees could be forced to work longer hours on their ‘on’ days, leading to diminished job satisfaction and wellbeing.
Unintended consequences on wellbeing
There’s no doubt that employee wellbeing is a top priority for HR professionals and leaders. However, as Vicky Walker from Westfield Health acknowledges:
While the four-day work week could offer numerous benefits, we must be realistic and recognise that it may not be feasible for all organisations or employees.
The very flexibility intended to improve wellbeing could backfire if the reduction in working hours leads to unrealistic expectations or inefficient operational structures. Employees who feel pressured to complete the same volume of work in fewer hours may experience heightened anxiety, impacting their mental health.
Lack of universal adoption
One final consideration is that the four-day work week is not likely to be adopted universally, as it depends on the industry and the nature of the business. Neil Denning, Managing Director, remarks:
The trouble is it would have to be fully adopted across all industries to work and not everyone will do it.
This could create a fragmented system where some employees benefit from the change, while others remain tied to traditional work structures, potentially leading to inequality in employee experiences and expectations.
Final thoughts
While the four-day work week may offer an attractive vision of a more balanced and productive workforce, it is crucial to remain cautious. For many industries and employees, this approach may lead to increased stress, a reduction in productivity, and a negative impact on overall wellbeing. HR leaders should carefully consider the potential pitfalls before embracing this widespread change.
Joanne is the editor for Workplace Wellbeing Professional and has a keen interest in promoting the safety and wellbeing of the global workforce. After earning a bachelor's degree in English literature and media studies, she taught English in China and Vietnam for two years. Before joining Work Well Pro, Joanne worked as a marketing coordinator for luxury property, where her responsibilities included blog writing, photography, and video creation.
