Workers in the UK may soon gain the right to request a four-day working week, a change that could signal a significant step forward in reshaping the future of work.
This potential shift, outlined by the Government, builds on a long history of evolving workplace practices.
A brief history
Throughout history—from ancient Rome to the French Revolution and even the Han Dynasty—people have been given regular time off to rest, practice religion, or attend to personal matters.
By the 1900s, the standard of one day off for every ten worked evolved into two days off a week. This shift was driven by businesses that understood the value of rest and leisure for their employees. In the US, a cotton mill in New England became the first to implement a five-day working week, recognising the need for Jewish workers to observe the Sabbath.
Throughout history, work has adapted to meet the changing needs of society
By 1926, Henry Ford set a precedent by closing his factories for two days each week, discovering that well-rested workers were not only happier but also more productive.
By 1940, the Fair Labor Standards Act mandated a maximum 40-hour workweek, cementing the structure we know today.
One hundred years on, it feels like it’s time for another quantum leap forward.
It’s not for everyone – but it doesn’t have to be
Critics of changing work structures—whether through flexibility, compressed hours, or a shorter workweek—often argue that such changes won’t work for everyone.
But hasn’t that always been the case?
Not every employee enjoys the luxury of a weekend off, the benefits of working only during daylight hours or the entire summer away from work.
The point is, flexibility should be about choice, not mandate and this proposal from the government is just that.
Shaping our own moulds
Similar to flexible working legislation, the right to request compressed hours will allow individuals to tailor their work schedules to fit their unique lifestyles. We already give employees in the UK the legal right to request flexible working hours, so why not empower them to request a four-day week as well?
The aim isn’t to force everyone into the same mould but to give greater control over how work fits into their lives.
And this flexibility works. In some of the most unexpected places, shorter workweeks are already making a remarkable impact.
Many of the UK’s largest supermarket chains offer compressed hours, and while a few trials have ended, their overall success is notable.
For example, compressed hours have made many employees financially better off and improved their work-life balance. A 2022 four-day week pilot showed that 90% of participating organisations continued the policy, with more than half making it permanent in 2024.
The case for change
Let’s pause for a moment and reflect on why the workplace is in desperate need of a bold transformation.
Two major challenges dominate today’s workforce:
- employee wellbeing
- retention
The cost of poor employee health is skyrocketing, with UK workplace sickness costs rising by 30% in just six years.
In 2024, British businesses reported a staggering 55% increase in sick leave. However, the 2022 four-day working week trial revealed that 82% of employers saw improvements in staff wellbeing. Fewer hours meant less stress, less burnout, and a healthier, happier workforce.
The need for change isn’t just about enhancing productivity—it’s about safeguarding the long-term health of our employees and creating a sustainable, thriving workforce.
The challenge of retention
On the other hand, retention is becoming one of the greatest challenges for HR professionals and business leaders alike. In 2024, half of HR professionals reported retention as their biggest issue, with three in ten employees leaving their jobs annually.
The situation is dire, with 25% of employees saying they are likely to leave their current roles within the next 12 months—a significant rise from 16% in 2021.
Yet, the data shows a clear solution: In the four-day week study, 50% of employers reported reduced turnover, with the latest 2024 study showing turnover fell by an astonishing 39%. Even more promising, there was a 53% increase in new applicants seeking to work for organisations offering this flexible model.
The financial benefits alone are compelling—imagine a 30% reduction in turnover saving the average UK employer with 1,000 employees almost four million pounds annually.
Change is coming, faster than we think
Four-day working week trials have already been conducted across six continents—in the USA, Ireland, Australia, New Zealand, South Africa, Brazil, Germany, Portugal, and the UK.
Across these studies, the results are clear: 42% fewer employees resigned, 63% found it easier to attract talent, and 64% reported reduced burnout. The benefits of a four-day working week are becoming impossible to ignore.
We’re creating a more sustainable and humane approach to work
Just as it took 30 years for the two-day weekend to be fully embraced in the early 20th century, we are now standing on the cusp of another monumental shift in how we think about work.
Almost every aspect of society has evolved over the past century, and our approach to working hours should be no different.
The benefits—improved wellbeing, higher retention, and enhanced productivity—are too significant to overlook.
The future of work is about empowering people
As we prepare to enter 2025, considering a four-day working week isn’t a radical idea—it’s a continuation of the progress we’ve made over thousands of years.
Throughout history, work has adapted to meet the changing needs of society, and today’s workplace should be no exception.
The evidence is clear, the benefits are proven, and now is the time to act.
By giving employees the right to request a four-day week, we aren’t just offering more flexibility. We’re showing that we value their health, their time, and their contributions.
We’re creating a more sustainable and humane approach to work—one that empowers individuals, strengthens businesses, and builds a brighter future for all.
