Four-day weeks: what the pilots actually measured

Few workplace ideas have travelled as quickly as the four-day week. Pilot programmes across several countries report that employees are less burnt out and that most organisations choose to continue afterwards. It is an attractive story. It is also worth reading carefully.

The summary numbers conceal a great deal of variation in what companies actually did.

What was tested

In most pilots, employees worked roughly 80 percent of their usual hours for 100 percent of their pay, while the organisation aimed to maintain output. Some firms closed on a fixed day. Others let teams choose their own schedule.

Participation was voluntary, which matters. Companies that sign up for a trial are generally more curious about the idea and often better organised than average.

What improved

Across the trials, researchers recorded consistent drops in stress, fatigue and resignation intentions. Many employees reported better sleep and more time for family and exercise. Revenue was broadly stable, with a few firms reporting gains.

How the work changed

Teams reported that the shorter week forced hard conversations about how time was spent. Meetings were shortened, interruptions were limited and routine reporting was automated.

• Fewer, shorter meetings with clear agendas.
• Protected blocks of focused time.
• Clear handovers so customers were still served.

What the headlines skip

Some roles, such as healthcare, retail and manufacturing, cannot simply close on a fifth day. Compressing five days into four is a different arrangement, with longer shifts, and the benefits are less clear.

The trials were also short. Whether productivity holds over several years, after the novelty fades, is still being studied.

The honest conclusion is that it works for many organisations and has to be designed, not just announced.

If you want to try it

Start with a clear goal and a way to measure it. Pilot for at least three months, agree what success looks like beforehand, and be willing to adjust. The slogan is easy. The management is the hard part.