Why the Four-Day Workweek Works

And Where It Still Falls Short

Is a shorter workweek a radical fantasy—or a realistic solution to modern workplace woes? Over the last few years, hundreds of companies around the world have put this question to the test through coordinated trials, rigorous academic research, and bold policy experiments. The verdict? The four-day workweek works—but not without nuance.

Drawing insights from global trial reports (UK’s Autonomy pilot, 4 Day Week Global trials, the Nature Human Behaviour study, and New Labor Forum’s analysis - links to all papers at the end of this article), here’s what we now know about why the four-day workweek is gaining momentum—and where its limitations lie.

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Why It Works: The Dividends of a Shorter Week

1. Worker Well-being Skyrockets
   Across studies involving over 3,000 employees, a four-day workweek (with no cut in pay) has shown clear, measurable improvements in burnout, stress, mental health, and job satisfaction. In the largest trial in the UK, 71% of employees reported reduced burnout, and 39% felt less stressed. A study published in Nature Human Behaviour found similar outcomes across six countries, including the US, UK, and Ireland: reduced fatigue, better sleep, and improved psychological health.

2. Productivity Stays Strong—or Even Grows
   Employers feared a drop in output—but the opposite happened. In most trials, companies maintained or improved productivity. UK pilot participants saw an average 1.4% increase in revenue during the trial and a 35% increase compared to previous years. Employees self-rated their performance as higher than before.

3. Talent Retention Improves
   The four-day week emerged as a powerful retention lever. Resignations dropped, and many employees said they wouldn’t return to a five-day schedule “for any amount of money”.

4. It’s Flexible, Not One-Size-Fits-All
   What’s particularly promising is that companies didn’t adopt a single rigid model. Some gave everyone Fridays off; others used staggered schedules or reduced daily hours. The key was a “meaningful” reduction in work time without losing pay.

5. Climate and Social Gains Add Up
   Fewer commuting days mean reduced carbon emissions. More time for family, care work, and community strengthens social bonds. These softer benefits are often under-discussed but are crucial dividends of reduced work time.

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Where the Four-Day Week May Fall Short

1. Not Universally Applicable
   Sectors with rigid staffing requirements—like healthcare, construction, and retail—find it harder to adapt. The bulk of successful pilots so far have been in tech, professional services, and small-to-mid-size companies.

2. Short-Term Gains, Long-Term Unknowns
   Most trials span six months. That’s long enough to show immediate impacts—but short for understanding sustained effects. Will performance hold in year two? Will collaboration suffer in slower-moving teams? These questions remain open.

3. Hidden Inequalities May Persist
   As Nature Human Behaviour notes, not all employees in a company experience the four-day week equally. Variations in actual hours worked—even within “trial” groups—can create disparities. Those with more control over schedules (often managers) may benefit more than front-line staff.

4. Requires Upfront Reorganization
   Success isn’t automatic. Companies that did well invested time in work redesign—cutting unnecessary meetings, clarifying roles, automating low-value tasks. Without this “efficiency hygiene”, a shorter week can become a compressed, stressful one.

5. Cultural Resistance Still Exists
   Despite growing evidence, large-scale adoption is slow. Some governments (e.g., Spain, Portugal, UAE) are trialing or legislating shorter weeks, but many others remain skeptical, often due to business lobbying, especially in traditional industries.

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A Sensible Option, Not a Silver Bullet

The four-day workweek is no longer a utopian idea. It’s a tested, evidence-backed intervention with the potential to tackle burnout, boost productivity, and humanize the workplace. But it’s not a panacea. Organizations must invest in the cultural and operational shifts needed to make it work. And we need to consider equity in access—so it’s not just a perk for white-collar professionals.

In a time when AI can enhance work output, yet burnout is a global epidemic, reducing working hours without reducing pay is more than just a benefit—it’s a reset. One that, if done right, could help us build a more sustainable future of work. What’s your view?

Articles this post has referenced:

• The results are in, UK’s 4-day week pilot

• The Four Day Week: Assessing global trials of reduced work time with no reduction in pay: Evidence from Ireland

• The Four-Day Workweek: Possibility or Pipedream?

• Work time reduction via a four-day week finds improvements in workers’ well-being

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RECOMMENDATIONS

• FROM THE ARCHIVES: My conversation with Andrew Barnes, the architect of the global four-day workweek movement remains among the most listened episodes of the Culture Matters podcast.

• READ: I had an opportunity to attend a masterclass by Prof. Das Narayandas, who is the Edsel Bryant Ford Professor of Business Administration at Harvard Business School. Prof Das spoke about how learning professionals can stay relevant in the AI era, how Ed Schein’s culture model is a great lens for thinking about company strategy, and more. Here is a 6-point summary of the discussion.

  

  Chilling with Prof. Das

• WATCH: We share 85-90% of our DNA with animals. This show offers a captivating deep dive into the hidden wonders of the animal kingdom—from wood mice using field markers for navigation to lizards literally walking on water - watch The Secret Lives Of Animals on Apple TV.