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Four day week: The role of trust in a reduced working week

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Improved culture, improved retention

According to data from Robert Walters, 89% of professionals want their employer to implement a four day week this year, with 66% adding they’d be willing to give up work socials and relationships with colleagues for a shorter week. One of the main questions for HR in the four day week, aside from implementation and productivity, is culture. Leaders were wary that hybrid working would impact culture – though reports have found that culture has notably improved with the model – and the four day week is sparking similar concerns.

For Pontefract, he believes that culture is what happens when the leader is not in the room to begin with.

“If that means that the culture is one in which the team member, whether they’re working from home or remotely and not therefore on the worksite, are valued, are collaborative and proactive, then work flourishes. We need to think about the conditions, the factors, that leaders are creating to allow the person to feel human but also get the work done.”

As for potential cost savings, Pontefract suggests a collaborative approach between organizations. By sharing office spaces or facilities on different days of the week, companies can reduce lease costs and promote a sense of community.

This hybrid work model allows for both remote work and face-to-face interactions, enabling organizations to rethink the purpose of physical workspace and explore innovative ways of sharing resources. 

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