Four-day week: Realistic vision or pipedream?

For many people dealing with the five-day-a-week 9 to 5 grind, the idea of a four-day week can seem hugely appealing. Fewer working hours, more spare time and the promise of improved wellbeing. What's not to love? But in a world in which there seems increasingly more to fit into the day, is it really achievable?

Last year, National Portfolio Organisation Flatpack* took the plunge to find out. The charity, which has six permanent staff, took part in a six-month UK-wide pilot programme coordinated by 4 Day Week Global between June and December 2022.

Initial trepidation

The idea of exploring a four-day week had previously been floated by Head of Operations Abbe Elliston in 2019 but it received a lukewarm reception among staff. "Initially there was a mixed reaction," Ian Francis, the Director says. "We couldn't quite work out how we could do it. Abbe generally thinks a lot about how we can be a more progressive employer and looks at examples of good practice. But we were in that treadmill delivery mode and the thought of cutting hours seemed unthinkable."

Elliston says at the time 50% of the team felt they would not be able to manage their work on fewer hours. "That was pretty much the only feedback – the feeling that you've got enough to do already in the hours that you have got, so how would you be able to get it done in fewer hours? 
"That wasn't the right time to implement it. We had gone through some quite big changes in the previous two years – joining the National Portfolio and having a much fuller year-round programme of work which we were still bedding into.” 

Francis says the pandemic highlighted the importance of team wellbeing to the board, and the organisation also adapted to more flexible ways of working. "A lot of things that were unthinkable become thinkable during Covid," he says.

A trial gave the leadership confidence

When Elliston suggested it again early last year as part of the forthcoming trial, staff were more open to the idea. "There was definitely a change in the pandemic – staff were coming to me who had initially felt reticent saying 'I think this might be the way forward’. Sometimes you need a bit of distance to be able to stand back and look at the bigger picture."

The fact they would be making the shift as part of a trial gave the leadership team and the board the confidence to proceed. "The trial laid out a bit of a roadmap as to how you might approach it," Elliston says. "There was a community of other people trying it and sharing best practice or challenges they've had and how they've overcome them. That partly gave us the confidence to try it but also, we have an incredibly supportive board. 

"They really do support us in wanting to try these things out, but it was also reassuring for them to know it was part of a formal trial and we were tracking data and getting mentoring. All those things made it easier."

Abbe Elliston, Head of Operations and Ian Francis, Director at Flatpack Festival.

In practice

Implementation has been helped by the small size of the team. As the trial ran on an "opt-in" basis for individual staff, some administrative work was required but it was not too burdensome. 

Most staff spread their 32 hours over four days, but in some cases it is split across five days. The office remains open all week and there is an agreed day each week when all staff are there to allow for face-to-face internal meetings. Staff working their week over four days are not required to take a set day off each week. Calendars are updated at least two weeks in advance so it is clear who will be around when. All staff receive the same amount of pay they did when they were working a 40-hour week.

Maintaining productivity was a major consideration during the shift. "A lot of it was about how we use our time," Francis says. "Saying no to meetings where they are not necessary. It's easier said than done but I think what you realise is that there are areas for trimming potentially." Meetings were held with the team throughout the trial to discuss and evaluate what was working, what challenges there had been and think about how they might be overcome.

Challenges

Overall, the trial was a success. Of the 61 companies that took part in the pilot, 56 have extended the four-day week, including 18 who have made it permanent. That doesn't mean to say Flatpack hasn't encountered issues.

Francis says ensuring people have time together and booking in meetings is more challenging as a result of the change. And Elliston points to the necessity to be mindful of balance in terms of where responsibility falls if something comes up when people need to be in at a specific time that has been scheduled as time off.

"It's a benefit for everybody, but you have to be careful that people with caring responsibilities that might mean they can't come in, for example, do not have other people picking up that stuff. But we haven't really experienced that.

Another issue is support for junior staff. "You want to make sure that they still get the benefit of time with experienced staff and the kind of support that they require. Planning ahead is core to that," Elliston says.

The charity has yet to go through a festival under the new arrangements. "There will be periods where it is difficult to stick to 32 hours and the workload will fluctuate," Francis says. "It is a seasonal business, but that was one of the key reasons for embarking on this in the first place. It can be quite demanding during festival season so [with the four-day week] there's an element of compensation there. And festivals can lead to burnout, so it's a way of doing festivals in a more sane and manageable way."

Benefits

At Flatpack Festival, the general view is that the benefits significantly outweigh the drawbacks. "You are not in the office as much so you are more rested," Francis says. "It's a bit like when you come back from a holiday, but full time. There's that element of feeling fresh and productive that you don't necessarily get when you are locked into the treadmill."

Elliston says staff feel more empowered in terms of how they spend their time. "It has definitely had a positive impact on overall wellbeing, and that feedback is coming from everybody.  "There is a feeling of having more energy, being more motivated, and clearer headed when they are coming into work. 
"Another interesting thing that came out was people thinking they have a bit more brain space to think a little bit more strategically long-term and a bit more innovatively. When you take a step back you are able to take a look at the big picture a bit more.“

Francis also believes that the new way of working makes the organisation a more attractive employer for potential new staff. "I genuinely believe we are getting as much done and happy, healthy employees make for a better functioning company. We think about how we work in a much more reflective effective way. There's sometimes a tendency for people to keep burrowing and feel buried by their to-do list. To step back from that and think what you can say no to is really valuable."

Neil Puffett is News Editor at Arts Professional.

*Flatpack is a mobile arts organisation which exists to show amazing work, bring people together and develop new ideas. Every May, they take over venues across Birmingham with the Flatpack Festival, while throughout the year they pop up all over the place with everything from family activities to al fresco horror.
 flatpackfestival.org.uk/
@flatpack | @NeilPuffett | @AbbeElliston