A recent six-month trial of a four-day workweek in the United Kingdom is challenging long-held assumptions about workplace productivity and employee well-being. Seventeen companies, covering nearly 1,000 employees, took part in the experiment led by the 4 Day Week Foundation. The results suggest that reducing the workweek can benefit both businesses and their staff, with all participating organizations choosing to continue the shorter schedule after the trial ended.
The trial, which ran from November to April, asked employees to work one day less each week while maintaining their previous pay and workload. Companies were allowed to tailor the reduced schedule to fit their industry and internal needs, resulting in a range of approaches from giving everyone Fridays off to staggered or conditional arrangements. The only requirement was that employees’ pay remained at 100 percent and that the reduction in hours was meaningful.
Contrary to fears that fewer hours would mean less output, the trial’s data points to a different story. On average, companies reported a 1.4 percent increase in revenue during the trial, weighted by company size. When compared to the same period in previous years, some organizations saw revenue growth averaging 35 percent. Sick days fell by 65 percent, and staff turnover dropped sharply, with the number of employees leaving their jobs down by 57 percent.
These findings echo results from a larger UK trial in 2022, where more than 60 companies participated. In that experiment, over 90 percent of businesses kept the four-day week after the pilot, and 18 made it a permanent policy. The consistency of these outcomes across different trials and company sizes suggests the model is adaptable and sustainable for a wide range of businesses.
The impact on workers was even more dramatic. Nearly two-thirds of employees reported a decrease in burnout, and 40 percent said their mental health had improved. Sleep quality rose, and employees found it easier to balance work with family and social commitments. About 54 percent said it was easier to manage household responsibilities, and 62 percent found it simpler to maintain a social life alongside work.
The extra day off gave employees more time for personal pursuits, family, and rest, which translated into higher job satisfaction and better overall health. Notably, 15 percent of employees said no amount of money would convince them to return to a five-day week.
Alan Brunt, CEO of Bron Afon Community Housing, which employs 420 people, said that the initiative fostered greater teamwork and did not compromise service or customer satisfaction. “We have been diligently tracking our performance and customer satisfaction. We are pleased with the outcomes thus far and will persist in ensuring we meet our customers’ needs. I anticipate that most organizations will adopt this model within the next decade,” Brunt said.
Joe Ryle, campaign director for the 4 Day Week Foundation, noted that the trial’s success has been consistent across sectors and company sizes. “People are more content, businesses are flourishing, and there’s no going back. We’ve demonstrated repeatedly that a four-day workweek is effective and should be adopted more broadly throughout the economy,” Ryle said.
The four-day workweek model tested in the UK was based on the “100-80-100” principle: employees receive 100 percent of their pay for 80 percent of their previous hours, in exchange for maintaining 100 percent productivity. While critics argue that such a model may not fit every industry, the UK trials suggest that with careful planning and flexibility, most organizations can make it work.
As more companies look for ways to attract and retain talent, improve employee well-being, and maintain strong business performance, the four-day workweek is gaining traction. The latest UK trial adds to a growing body of evidence that a shorter workweek can be more than just a perk, it can be a practical business strategy.
