​A recent survey by CV Library highlights that 74% of candidates prefer a four-day workweek, even if it means longer days, believing it would enhance both productivity and work-life balance. This growing preference is creating a significant disconnect between employee expectations and employer strategies. The debate over the structure of the workweek shows no sign of abating, as more candidates push for flexible working arrangements, while many employers are pushing for increased office time to boost productivity.

Employers, particularly in the UK’s built environment sector, are often concerned about productivity and operational efficiency. On the project delivery side for example, there may be just too many constraints to enable longer workdays to accommodate the hours across 4 days. On the design and consultancy side, many have reverted to advocating for more in-office days, hoping to foster more in person collaboration and creativity. Yet, this approach may be at odds with what employees are seeking. The CV Library report indicates that a substantial 68% of candidates believe that a four-day workweek would not only improve their productivity but also enhance company culture, with 70% thinking it would foster a better work environment.

This trend is not just a fleeting preference but part of a broader shift in how work is perceived. Research from various studies, support the notion that reduced work hours can lead to increased efficiency and employee satisfaction. For example, a UK pilot study involving 61 companies, the world’s largest study on the subject, found that after implementing a four-day workweek, 92% continued the practice, with notable improvements in productivity, employee retention, and overall revenue. This suggests that when well-executed, a four-day workweek could be a win-win, benefiting both employees and employers.

However, implementing a four-day workweek is not without challenges and it is not always viable. For industries deeply rooted in traditional work structures, such as construction or infrastructure, the transition may seem daunting or not even possible. Concerns about compressing five days of work into four, maintaining client service levels, and managing project timelines are legitimate. Smaller businesses or teams often find it easier to adapt, leveraging their agility to make swift changes that can lead to significant gains in productivity and employee satisfaction.

The key takeaway for employers is the importance of aligning with workforce expectations while balancing operational needs to attract the best workers. As the demand for flexible work arrangements grows, companies that ignore these preferences risk losing talent to more adaptable competitors. Offering a four-day workweek, is one way of trying to meet candidate expectations, but there are others. Exploring a variety of flexible work options, that fit in with your business needs could serve as a powerful tool for attracting and retaining top talent.

While not every team, business or industry may be ready to adopt a four-day workweek, understanding its potential benefits and challenges is crucial, and exploring alternatives is necessary. As the CV Library report shows, flexibility in work schedules is no longer just a perk—it’s becoming an expectation. Employers who acknowledge this shift and adapt accordingly are likely to see improved productivity, employee satisfaction, and ultimately, a more robust and competitive business.

 https://www.cv-library.co.uk/recruitment-insight/four-day-workweek-candidates-really-want/