The four-day workweek: what U.S. employers can learn from the UK
The four-day workweek is gaining momentum. Find out how UK companies are thriving with reduced hours - and what U.S. businesses can adopt for success.
A growing body of evidence is making one thing clear: the four-day workweek isn’t just a dream, it’s a viable business strategy. Across the Atlantic, British companies are increasingly embracing reduced work schedules, and the early results are turning heads in HR circles around the world.
Seventeen UK-based organizations recently participated in a six-month trial organized by the 4 Day Week Foundation, with academic oversight from Boston College. The initiative saw employees reduce their working hours, without any cut to their pay. At the conclusion of the trial, 12 of the 17 companies committed to permanently adopting a four-day week, while five shifted to a nine-day fortnight model.
What were the findings?
The outcomes are striking. Nearly two-thirds of participating employees reported reduced burnout, 41% experienced better mental health, and 45% noted greater overall life satisfaction. All of this came without a noticeable dip in productivity or customer satisfaction, according to company leaders.
Alan Brunt, CEO of Bron Afon Community Housing (which employs over 400 people), highlighted the shift as both progressive and sustainable: “We’ve closely monitored our performance and customer satisfaction. We’re happy with the results so far and will continue to make sure we’re delivering for our customers.”
As a result, Brunt predicts a widespread shift to shorter workweeks within the next decade.
Participating organizations ranged in size from small startups to larger nonprofits, including the British Society for Immunology, the National Union of Students, and the Scottish Sports Association. In total, nearly 1,000 employees were part of the most recent pilot.
Well-being benefits
Joe Ryle, director of the 4 Day Week Foundation, celebrated the outcomes: “People are happier, businesses are thriving, and there’s no turning back.”
To date, over 235 companies in the U.K. have been accredited by the foundation for implementing a permanent four-day week, impacting more than 6,000 workers.
While the concept of a shorter week still meets political skepticism in the U.K., it's gaining credibility as an evidence-backed approach to workforce well-being and operational performance. In the U.S., where burnout rates remain high and work-life balance is an ongoing concern, these findings provide a compelling case for reevaluation.
What this means for U.S. employers
For American HR professionals and business leaders, the message is clear: the future of work is about quality, not quantity. The U.K. experiment shows that reduced hours can coexist with high performance -if implemented thoughtfully.
Now is the time to ask: Could a four-day workweek attract and retain top talent? Improve mental health? Drive innovation through a more engaged workforce?
The UK pilot proves the idea is more than hype - it's a strategic move worth considering.
A growing body of evidence is making one thing clear: the four-day workweek isn’t just a dream, it’s a viable business strategy. Across the Atlantic, British companies are increasingly embracing reduced work schedules, and the early results are turning heads in HR circles around the world.
Seventeen UK-based organizations recently participated in a six-month trial organized by the 4 Day Week Foundation, with academic oversight from Boston College. The initiative saw employees reduce their working hours, without any cut to their pay. At the conclusion of the trial, 12 of the 17 companies committed to permanently adopting a four-day week, while five shifted to a nine-day fortnight model.
What were the findings?
The outcomes are striking. Nearly two-thirds of participating employees reported reduced burnout, 41% experienced better mental health, and 45% noted greater overall life satisfaction. All of this came without a noticeable dip in productivity or customer satisfaction, according to company leaders.
Alan Brunt, CEO of Bron Afon Community Housing (which employs over 400 people), highlighted the shift as both progressive and sustainable: “We’ve closely monitored our performance and customer satisfaction. We’re happy with the results so far and will continue to make sure we’re delivering for our customers.”
As a result, Brunt predicts a widespread shift to shorter workweeks within the next decade.
Participating organizations ranged in size from small startups to larger nonprofits, including the British Society for Immunology, the National Union of Students, and the Scottish Sports Association. In total, nearly 1,000 employees were part of the most recent pilot.
Well-being benefits
Joe Ryle, director of the 4 Day Week Foundation, celebrated the outcomes: “People are happier, businesses are thriving, and there’s no turning back.”
To date, over 235 companies in the U.K. have been accredited by the foundation for implementing a permanent four-day week, impacting more than 6,000 workers.
While the concept of a shorter week still meets political skepticism in the U.K., it's gaining credibility as an evidence-backed approach to workforce well-being and operational performance. In the U.S., where burnout rates remain high and work-life balance is an ongoing concern, these findings provide a compelling case for reevaluation.
What this means for U.S. employers
For American HR professionals and business leaders, the message is clear: the future of work is about quality, not quantity. The U.K. experiment shows that reduced hours can coexist with high performance -if implemented thoughtfully.
Now is the time to ask: Could a four-day workweek attract and retain top talent? Improve mental health? Drive innovation through a more engaged workforce?
The UK pilot proves the idea is more than hype - it's a strategic move worth considering.
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