Working better and less: does the ideal rhythm exist?

Working just 4 days a week with an extra day off, is that possible? It may sound utopian, but it is already a reality for nearly 10,000 workers in France, according to Gabriel Attal, Minister for Public Action and Accounts, quoted by L'Opinion.

A 2022 survey conducted by the Robert Half firm among 300 French business leaders reveals that 22% of them already offer their employees the four-day week, and 35% are planning to introduce it over the next 12 months.

Although the initiative is still in its early days, several trials are under way, and the first results look promising. This new working rhythm promises a better balance between working life and personal life, an increase in employees' productivity at work, and a stronger employer brand.

This new working rhythm could well embody a desirable model for the future. Better still, putting it into practice and rolling it out seem to have moved beyond the realm of utopia.

How to plan an effective move to the four-day week?

The four-day week means, as its name suggests, working 4 days a week instead of 5, with 3 days off. This approach aims to optimise productivity at work by acknowledging the limits of the current system. Frequent interruptions, such as calls and meetings, can get in the way of efficiency, leaving little room for deep work.

The shift to this new rhythm calls for a change of mindset, favouring operational efficiency over presenteeism. Adopting a management culture based on trust, autonomy and empowerment is essential. Companies used to authoritarian management may run into challenges, hence the importance of a gradual transition towards a more flexible and efficient organisation.

Although the four-day week is still not widespread, it seems to be gaining ground for the years ahead. A survey by ADP – a payroll and HR solutions provider – reveals that:

• 60% of the French people surveyed are in favour of the idea,
• 83% would be willing to extend their working days in order to enjoy an extra day off.

Some organisations hesitate to adopt this working rhythm, because it takes humility to acknowledge that their organisation is not entirely optimal. Contrary to received ideas, the trials have shown that this change can be implemented successfully in most sectors, without compromising productivity at work.

Move to 32 hours or spread the 35: which to choose?

Despite the various standards set by employment law, each company is free to decide how working hours are spread and how many days each employee is present. This freedom leads them to answer a simple question: how do you choose the best option?

There is no one-size-fits-all model. Several forms of the four-day week exist, with or without a reduction in hours, with or without a cut in pay. In every case, it involves a reduction in working time.

Two possible arrangements

To introduce the four-day week in your company, you have two options under the law:

• Reduce the number of weekly working hours to 32 hours. This way, your staff can enjoy an extra day off each week by working 8 hours a day.
• Increase the daily workload by spreading the 35 weekly hours over 4 days.

For example, at LDLC, a major player in computing and high-tech e-commerce, the company has adopted the four-day week. Since January 2021, almost all of its 1,000 employees have worked 32 hours over 4 days, with no reduction in pay whatsoever.

Companies may choose to apply working days that are equivalent in terms of hours, particularly for salaried executives on a day-rate arrangement. The challenge of this new working rhythm lies in maintaining productivity while working less, but more efficiently.

(Read also: Team cohesion in the workplace: keys and benefits)

Introducing the four-day week: a reorganisation to watch closely.

A new working rhythm calls for a firm decision and commitment from the leader, applicable to all staff. When this choice is optional and left to each person's discretion, the roll-outs are generally not conclusive. To implement the four-day week, it is important to keep certain points in mind:‍

Run a test phase

It is wise to start with trial periods of 3 to 6 months, clearly announced as such. This makes it easier to backtrack should the model fail

Communicate well internally

From the announcement of the project to its roll-out, internal communication is crucially important. It is essential to reassure employees, who are often overstretched across 5 days, taking into account the specifics of the company, the profiles of the employees and their concerns.

Keep track of the arrangement you put in place

The leader must embody the project with conviction, aligning this decision to change with the day-to-day vision of the company and of work. Staff who are sufficiently "mature" with regard to their working rhythm should take part in designing the new target organisation. External support may also help to frame this transformation as effectively as possible.

It is advisable to set the non-working days from the outset, for example by leaving a choice between Wednesday and Friday. This ensures that all employees are available at the same time on certain days, making organisation, communication and convivial moments easier.

Encouraging early results for this new working rhythm

The four-day week can offer a company significant advantages in terms of appeal and employer brand. Offering this new working rhythm can prove to be a powerful argument for attracting new talent, particularly in jobs where remote work is not possible.

Ask the right questions

Before introducing this new working rhythm, it is essential to step back and assess the results of the trial phase by asking a few crucial questions:

• How did it affect employees in terms of wellbeing, productivity at work, engagement and team cohesion?
• What were the impacts on revenue and/or customers?
• How did it influence spending and profitability?

These results allow you to be better informed when deciding what happens next: officially adopting this way of working, making improvements, or perhaps even returning to the original situation.

Positive results, subject to conditions

In general, companies that adopt the four-day week observe an improvement in their employees' wellbeing and productivity. Few of them miss the previous model. The success of this transition depends on how working time is organised, since it does not always translate into a reduction in hours.

A study carried out in 2023 by La Tribune, an economic and financial newspaper, reveals that 71% of employees noticed a clear reduction in the level of professional burnout. What is more, 39% of them say they feel less stress since the programme was introduced.

In terms of productivity at work, it depends on the activities and on how the work was originally organised. On the whole, staff seem to be in better shape and more efficient over 4 days. They are more rested and motivated by this new rhythm, which translates into fewer idle moments, breaks and procrastination.

You now know just about everything about the four-day week. To go further, do listen to the TAF podcast by Jeanne Deplus dedicated to the four-day week. If you have ideas to enrich the subject, do share them with us in the comments in the field below!

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