By the Four-Day Workweek Research Team
As conversations around work-life balance, productivity, and employee well-being evolve, the Four-Day Workweek (4DWW) is gaining global attention. But what does it truly mean in practice? Who benefits? What challenges arise? And how do different industries and regions approach its implementation?
These pressing questions were at the heart of the recent 4DWW Knowledge-Sharing Event, led by Birmingham Business School academics Dr Mengyi Xu, Dr Daniel Wheatley, Prof Tony Dobbins and Dr Holly Birkett at the Work Inclusivity Research Centre. With over 60 participants joining both in person and online, the event sparked a rich and thought-provoking discussion on the future of work.
A Debate Decades in the Making
Debates on working less are not new. In the 1930s, the economist John Maynard Keynes predicted that the workweek would be reduced to 15 hours by 2030. That obviously hasn’t happened. A core argument, nonetheless, is that the existing five-day working week is ‘inefficient’, both for workers and employers.
Dr Mengyi Xu highlighted that workweek structures are often taken for granted rather than questioned in an interview with HR online.
“The five-day workweek is not as natural as we think—it was shaped by historical forces, including industrialisation and religious influences. Now, as technology and societal expectations shift, so should our approach to working hours.”
Dr Xu argues that embracing a shorter workweek could lead to significant improvements in work-life balance, employee engagement, and overall job satisfaction.
What Does a 4-Day Workweek Really Mean in Different Political and Cultural Context?
Definitions of the 4DWW are important – employees work four days a week instead of the traditional five. However, a genuine 4DWW means working 32 hours or less over 4 days without loss of pay, instead of 40 hours over 5 days (80% of time for 100% pay). This is different from a compressed 4DWW – e.g. compressing a 40 hour 5 DWW into 4 days.
Country context also matters for policy impact on the 4DWW – notably, strength of policy support by national governments, which has extended furthest in more strongly regulated European economies like France, Iceland, Spain.
The Icelandic government recently reduced standard weekly working hours from 40 to 36/35. Iceland also created one of the largest 4 day workweek pilots. France also launched a national 4-day week pilot in 2024, adding to its long-standing 35 hour legally mandated workweek.
In contrast, in more liberalised economies like the UK and US, support still largely depends on individual choices by employers around working patterns.
Therefore, the role of the state matters for regulating conflicts between employers and workers over working time. This influences the balance regarding whether flexible working is employer or employee-oriented, shaping potential for mutual gains.
In the UK, current proposals in the Employment Rights Bill only permit a compressed 4-day week, but a group of MPs lead by Peter Dowd, former Shadow Chief Secretary to the Treasury, are demanding a genuine 4DWW.
Key Insights from the Knowledge Exchange Event
Bringing together global experts from academia, business, and policy, the event explored fresh research and practical experiences:
Dr John Hopkins (Australia) presented findings from his research on 4DWW based on 15 semi-structured interviews in Australia. He explored firms’ motivations for adopting 4DWW, its impact on productivity, benefits for employers and employees, and key challenges companies face in implementation.
Dr Mengyi Xu (UK) presented the team’s ongoing research that empirically explore perceptions of the 4DWW from stakeholders, and its impact on work outcomes in 20 UK companies across different sectors, including design, media, marketing, NGOs, manufacturing, architecture, gaming, accountancy, and the creative industries. She highlighted company motivations, key practices for successful implementation, individual and organisational benefits and challenges, and the broader long-term and societal impacts of 4DWW.
Dr Wen Fan (US) showcased global evidence on the impact of reduced working time on employee well-being using trial and control groups. Her research demonstrated that 4DWW trials led to significant improvements in subjective well-being at both individual and organisational levels. Three factors contribute to the relationship: enhanced work ability, fewer sleep problems, and reduced fatigue.
Perry Timms, who is Founder and CEO of People Transformation HR shared his company’s experience with a 4-day operating week, discussing motivations, the practice of ‘Wellness Wednesday’, and optimising workflow for efficiency. He highlighted their findings on 20% more work productivity over less working time, alongside exponential benefits in workplace culture, employee well-being, and employer attractiveness and retention.
Tatiana Pignon, the associate director from Autonomy Institute provided a broad thinktank perspective on 4DWW, discussing its definitions, key benefits, and challenges at both micro and macro levels. She emphasised that there is no one-size-fits-all model and outlined key conditions for successful implementation of 4DWW.
The panel, featuring Prof Ellen Kossek, Perry Timms, and Dr Wen Fan, explored critical questions surrounding 4DWW, including potential risks such as wage stagnation and reduced employee training opportunities. Discussions also covered whether the novelty effect of 4DWW would fade over time, the role of cultural and contextual factors in its success, and the roles of government in the 4DWW implementation. While challenges remain, one key takeaway emerged: the 4DWW is not just about reducing hours—it’s about rethinking work itself.
The Conversation Continues—We Want to Hear from You!
We welcome insights from employers, employees, policymakers, and researchers alike—let’s keep exploring what works, what doesn’t, and what’s next for flexible working.
What are your thoughts on the 4-Day Workweek or flexible working in general? Have you experienced it first hand or considered implementing it? We’d love to hear from you! Feel free to share your insights in the comments or email the team m.xu.4@bham.ac.uk —plus, we’re happy to offer a voucher for your time!
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The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the University of Birmingham.