The four-day week trial results are in… and most will keep it going

The six-month trial, overseen by researchers at the University of Cambridge and Boston College in the U.S, has come to an end.

In June, employees and employers all signed up to the practically inconceivable approach — workers worked 80% of their contracted hours with 100% productivity, and no loss of pay.

More than 3,300 workers at 70 UK companies, ranging from a local chippy to large financial firms, effectively had a day added to their weekend.

The study’s final results revealed that 92% will continue the four-day week after the pilot. Of the 61 companies that participated, at least 56 are continuing with the four-day week, with 18 saying the policy is a permanent change.*

Most companies were satisfied that business performance and productivity was maintained.

Over the period, stress and burnout for employees both significantly declined with 71% of employees reporting lower levels of burnout.

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Reported levels of anxiety, fatigue and sleep issues decreased, while mental and physical health both experienced improvements.

Measures of work-life balance improved. Respondents found it easier to balance their work with both family and social commitments, and were more satisfied with their household finances, relationships and how their time was being managed.

Other key business metrics showed signs of positive effects. Companies’ revenue stayed broadly the same, rising by 1.4% on average.

There was a substantial decline (57%) in the likelihood that an employee would quit, dramatically improving job retention.

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There was a 65% reduction in the number of sick days.

Around 2,900 employees took part in the six-month trial overall, which kicked off at the beginning of June 2022 and was run by 4 Day Week Global in partnership with Autonomy, the 4 Day Week Campaign, and researchers at University of Cambridge and Boston College.

Academics and campaigners will be presenting the results to MPs at an event held in the House of Commons on Tuesday.

Joe Ryle, Director of the 4 Day Week Campaign, hailed the results a “major breakthrough” moment for the movement.

“Across a wide variety of different sectors of the economy, these incredible results show that the four-day week with no loss of pay really works.

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“Surely the time has now come to begin rolling it out across the country.”

Charlotte Lockhart, 4 Day Week Global Co-Founder and Managing Director, said: “Not only do these findings demonstrate that the UK pilot programme was a resounding success, but it is encouraging to note that they largely mirror the outcomes from our earlier trials in Ireland and the US, further strengthening the arguments for a four-day week.

"While the impacts on business performance and worker wellbeing are expected and welcome, it’s particularly interesting to observe the diversity in findings across various industries. 

“These results, combined with our previous research demonstrate that non-profit and professional service employees had a larger increase in time spent exercising, while the small group of construction/manufacturing workers had the biggest reduction in burnout and sleep problems. Certainly, something to explore further in future pilots.”

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Dr David Frayne, Research Associate at University of Cambridge, said: “We feel really encouraged by the results, which showed the many ways companies were turning the four-day week from a dream into a realistic policy, with multiple benefits. We think there is a lot here that ought to motivate other companies and industries to give it a try”.

Peter Cheese, Chief Executive at the CIPD, said the pilot has shown the potential organisations have to “rewrite the rules on working norms”, and create better balance of working lives for their people whilst maintaining business output and outcomes.

“This pilot has shown the willingness to innovate and that the four-day week could be a valuable option to improve work-life balance and retain and attract people. 

“The challenge will be in ensuring fairness, making sure people aren’t overworked on the days they are working, and ensuring productivity can be matched or bettered by working fewer hours. 

“This will mean organisations understanding the people management practices and investments in technology that together will enable employees to work smarter rather than harder.

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“The 4-day week could well become our collective norm but there are still many things to be worked through, and throughout this debate there must be a clear focus on creating jobs and work that are good for people. 

“This is the time to ensure that flexible working in all its forms is being explored, and that wellbeing and inclusion are key considerations alongside productivity and outputs.”

* Initially, 70 companies had signed up to take part in the pilot – however, 9 of these did not begin the trial, according to Ryle. A number of reasons were given for this. Most common was a sense that the organisation was not sufficiently prepared, and therefore needed to postpone the start date. Other reasons include difficulties measuring performance in some departments, struggles with the ’great resignation’, and two companies who decided shorter working hours were not right for them.