America has always been slow to adopt changes to the work week. It wasn’t until the late 1920s that the idea of a shorter work week—from 6 to 5 days—gained widespread support.

The 5-day 40-hour work week has been the norm in the U.S. since the Fair Labor Standards Act passed in 1940. For today’s businesses the 4-day week could be the logical next step towards work flexibility, where productivity and creativity are measured rather than the number of “face time” hours put in at a specific workplace location whether office or remote.

A global push

Because the U.S. has been slow to embrace the 4-day workweek, most of the statistics available are found in surveys outside the United States; however Harvard Business School and London Business School are working to change that as part of the not-for-profit coalition, 4 Day Week Global.

U.S. and global companies piloting a 4-day workweek can register for inclusion in 4 Day Week Global  and participate by providing specific metrics for productivity impact, employee mental wellbeing, social and environmental impacts as part of the #4DWW campaign. This employer information is aggregated and measured at specific touchpoints to identify Key Performance Indicators (KPIs) as the global study progresses. According to the New York Times 70 companies across the UK are 6 months into piloting a 4-day workweek as part of the #4DWW campaign. Results thus far show 86 percent of those companies “extremely likely” or “likely” to retain the 4-day program after the pilot phase ends.

Employers report that the shorter week leads to a workforce that exhibits refreshed mental clarity and energy at work, increased productivity, honed prioritization skills, team building, greater work innovation, and reduced turnover. And, shorter hours are seen as a strong recruitment tool in a competitive market.

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