The traditional five-day week is under scrutiny. With ongoing skills shortages and rising expectations around flexibility, many employers are exploring new ways to stand out as progressive, people-centred organisations. One of the boldest moves gaining traction is the four-day working week.
Far from being a nice-to-have perk, evidence suggests it could have tangible benefits for both productivity and employee wellbeing. For HR leaders and business owners, it’s worth considering whether this approach could strengthen your people strategy.
The data behind the shift
The UK’s largest ever four-day week trial, involving 61 organisations and around 2,900 workers, revealed striking results. According to research published by HR Magazine, productivity rose in many businesses, while sick leave dropped by a third. Notably, 92% of participating employers have continued with the model after the trial, citing improved engagement and retention.
This data challenges the assumption that fewer working hours mean less output. Instead, it suggests that when employees are given more rest and balance, they return to work more focused, motivated, and creative.
Retention, recruitment, and engagement
For many organisations, the four-day week is not just about wellbeing - it’s a strategic move to stay competitive in the labour market. Offering condensed hours can be a powerful way to attract new talent, particularly in sectors where demand outstrips supply.
It can also support retention. The trial found that 57% of employees were less likely to quit, which is a striking figure in today’s climate. With turnover and absence costing businesses significantly, this shift could bring long-term savings as well as cultural benefits.
Making it work in practice
Of course, a shorter week won’t suit every organisation. Some functions, such as customer service, require consistent coverage. But that doesn’t mean the model is off the table. Creative scheduling, job sharing, or staggered patterns can ensure continuity while still offering staff more flexibility.
The businesses that thrived during the trial approached it with openness and trust. They focused on outcomes, not hours. For organisations, this highlights the importance of aligning the model with clear performance measures, strong communication, and thoughtful change management.
Why timing matters
Flexibility and inclusion are increasingly shaping workforce expectations. Adopting progressive practices such as a four-day week can also support your wider organisational goals – from being more inclusive to elevating your employer brand. By offering more balance, you make your organisation more accessible to people with caring responsibilities, health conditions, or those seeking non-traditional working patterns.
Is it right for you?
While not a one-size-fits-all solution, the four-day working week offers clear potential. It may help you differentiate as an employer of choice, strengthen retention, and align with future-focused HR strategies. With the data now pointing to real-world success, the question is less about whether it works, and more about whether it could work for your organisation.
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