Hybrid working practices, shaped by the pandemic, are transforming when and where we work. The stakes are high, with significant implications for employee satisfaction and retention. The Covid-19 pandemic has catalyzed a period of high attrition and a reevaluation of work priorities, often referred to as the Great Resignation or Great Re-evaluation.
Critics argue that the traditional five-day workweek is outdated in modern economies, associating it with poor wellbeing and decreased productivity. The rigid structure of a nine-to-five schedule is being challenged by more flexible, hybrid work patterns that have emerged as many regions lift Covid-19 restrictions.
Hybrid work models, which blend flexibility in both working hours and locations, are becoming increasingly popular. Data from HR software provider CharlieHR indicates that fewer than 5% of SMEs plan to return to a strict nine-to-five, five-day workweek post-pandemic. Many employees now expect the option to work from home and may consider leaving their jobs if this flexibility is withdrawn.
The concept of a four-day workweek is gaining traction, with organizations like Microsoft, Unilever, Morrisons, and Atom Bank piloting this model. This shift aligns with broader workplace priorities, including employee wellbeing, diversity, equity, inclusion, sustainability, and performance. The environmental benefits are also significant; for instance, the UK could reduce emissions by 127 million tonnes if it adopted a four-day workweek by 2025.
In Wales, Future Generations Commissioner Sophie Howe has advocated for a trial of a four-day workweek, following similar initiatives in Scotland and Ireland. The aim is to address issues like an aging population, rising mental health concerns, and the need for a better work-life balance.
However, a four-day workweek is not without challenges. If not managed well, compressing work hours into fewer days can lead to burnout and increased stress. This model may also present scheduling difficulties in sectors like production and manufacturing, making it unfeasible for all employees. Maintaining connectivity among colleagues in hybrid and reduced-hour settings can be another challenge, potentially undermining the benefits.
While the four-day workweek offers significant advantages, it is not the only solution. Other flexible working arrangements, such as making all jobs flexible from the start, can also help achieve goals related to recruitment, retention, wellbeing, and inclusion. The HR and people profession plays a crucial role in developing supportive cultures and policies, and in training managers to effectively lead a more flexible workforce.
