Intervention

4-day working week? Yes, but only in solid, well-organised companies

It does not mean working less, but distributing the workload differently, increasing the daily working hours but also optimising time, perhaps eliminating those many meetings and often unnecessary calls that the day is filled with

4' min read

4' min read

Workers are reflecting much more than before on what they want from work and life. They are re-evaluating, and in some cases overturning, ideas about their own value, job security, what they want from their employers and what they are willing to offer in return. Whether out of a sense of entitlement or disillusionment or simply a natural consequence of the changes they have had to adapt to, employees are demanding and expecting their professional relationship with their employers to take a new course. Higher pay, more flexibility and support, new challenges, more recognition, better prospects and a fairer, more inclusive culture: the list of factors for ensuring employee engagement and satisfaction is long and varied.

First it was the smartworking, the coveted opportunity to work remotely, at your preferred location and sometimes even at your preferred hours, which has been adopted since the pandemic and has not been abandoned since. It is true that many companies have retraced their steps by reintroducing normal office life, but according to the latest data from the Osservatorio Smart Working of the School of Management of the Politecnico di Milano, in 2023 there will be 3.6 million remote workers in Italy, a good 541% more than pre-Covid, and in 2024 it is estimated that there will be 3.65 million.

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Now seems to be the time for the "four day week" or rather the four-day working week that, after a mostly international start, is gaining ground also in Italy. First Intesa Sanpaolo, but then also Luxottica and Lamborghini, have decided that their employees will work four days a week, giving them the possibility to have an extra day off.

Beware that this does not mean working less, but distributing the workload in a different way, increasing the daily working hours but also optimising time, perhaps eliminating those many meetings and often unnecessary calls that the day is filled with.

According to a study conducted by ADP on about 2,000 Italian workers, 56% of Italians surveyed would be willing to switch to a 4-day working week, increasing their daily work commitment to 10 hours, in order to achieve a better work-life balance. At the same time, 35% would be willing to reduce their salary in order to achieve a better work-life balance.

Are companies ready?

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So it seems to be a welcome solution for Italians, but easy to apply and cost-effective for companies? The wellbeing of one's employees has a direct influence on a company's turnover; companies with a well-defined wellbeing strategy can record an increase of up to 18% in ebitda (McKinsey). But this is a big change, which requires a fully functioning basic organisation, from managers through to HR managers and the employee himself, who must be able to 'spread out' his work and optimise it, but in this inevitably requires coordination by team leaders. Moreover, it is a real transformation that before being carried out requires a thorough evaluation of the sector in which the company operates and a precise analysis of how customers interact with the company's employees.

The largest survey in this area was conducted in the UK where some 61 companies and 3,000 employees ran a six-month trial of the four-day working week, studying the impact of reduced working hours on business productivity and worker well-being, as well as the impact on the environment and gender equality.

The vast majority - about 91% - of the companies that took part in the trial decided to keep the four-day week after the trial period. Only 4% gave a definitive 'no'.

The '100:80:100 model', i.e. 100 per cent pay for 80 per cent of the time, was the most popular in return for a commitment to maintain at least 100 per cent productivity. Not only that, revenue increased by 35% during probationary periods compared to similar periods in the previous year, hiring also increased, while absenteeism decreased.

Employee health and well-being also improved, with significant increases observed in physical and mental health, time spent exercising and overall life and job satisfaction. Rates of stress, burnout and fatigue decreased, while problems with sleep decreased. Environmental results were also encouraging, with commuting time decreased by half an hour per week in the entire sample.

It therefore seems that the experiment has been perfectly successful, at least in Great Britain. We will have to wait and see whether the 'four day week' will bear fruit in Italy as well. If employers know how to move in synergy with their team leaders and HR directors, organising the transition to the new operating mode in the best possible way, the results will certainly be more than positive for both companies and employees. Will customers, suppliers and other stakeholders be ready to change their way of working on a systemic level?

*Division Vice President HR of ADP

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