Brand new findings from the 100:80:100 four day work week model!

The 4-day work week is back with a vengeance, and so is the research into it! A new early access study from Hopkins, Bardoel, & Djurkovic (Prominent names in 4DWW research) provide us with very interesting findings and practical implications for businesses that are looking to implement a 100:80:100 model into their organisation - and I cannot overstate how exciting this is!

The 100:80:100 model of the four-day work week

If you're new to the scene, the 100:80:100 model of the four-day workweek is a reduced-hours work arrangement in which employees receive 100% of their usual pay while working 80% of their previous hours, in exchange for maintaining 100% of their expected productivity - sounds like an absolute dream, right? Now, unlike a traditional compressed four-day week, where employees work longer hours across four days, this model reduces both the number of working days and the total weekly hours worked.

This approach is designed to improve work–life balance, reduce burnout, and maintain organisational performance by encouraging more efficient work practices and eliminating unnecessary or low-value tasks (have a look at our research page), but what's really fantastic about this model is that many studies have shown that productivity isn't just maintained, it is actively boosted meaning both employees and organisations benefit from this arrangement.

Obviously, this model is relatively new for businesses which obviously means there are many obvious unanswered questions surrounding this work arrangement. For example, the skeptics among you reading this will likely ask "well, how the hell do you cram a whole 5 days' work into a measly 4 days?" Some would say do more actual work in those 4 days rather than sneaking off to the vending machine to get your 5th Mars Bar of the day while eavesdropping on Sharon's conversation about her most recent drama. But, the answer is actually more complex than it might seem (and surprisingly closer to that answer than I would like!)

Regardless of Sharon and vending machines, this model of the 4DWW has far to go in terms of proving itself as worthwhile, and the research has a lot to do in terms of what factors play key roles, and what makes a successful implementation among many other questions. However, this research sheds new light on these issues...

The Findings

Without getting caught up in the technical jargon, this research is comprehensive, grounded in theory, and adds to the growing body of literature surrounding this model. But, what really matters are the questions it answers.

The main findings of this study can be summarised as the following:

1) The study found that the 100:80:100 four-day workweek model can significantly improve employee wellbeing and work–life balance - Duh! Leaders across the participating organisations consistently reported lower burnout, improved mental health, and greater ability for employees to disconnect from work during their additional day off. The researchers also concluded that the model created clearer boundaries between work and personal life than many other flexible work arrangements.

2) Nearly half of the organisations reported productivity increases, while the rest said performance stayed roughly the same. Organisations achieved this by reducing unnecessary work, improving efficiency, and focusing more on outcomes rather than time spent working - AKA less Mars Bars, more work!

3) A massive finding is that leadership played a critical role in successful implementation. The most effective organisations combined strong management support with active employee involvement. Leaders who clearly communicated the purpose of the change, invested in planning and training, and allowed employees flexibility in how schedules were arranged were more likely to achieve positive outcomes.

4) To be expected, many companies reported improvements in recruitment and staff retention, with employees viewing the four-day week as a highly valuable workplace benefit. 14 out of 15 organisations carried on using the model after the trial.

5) The researchers emphasised that successful adoption depends on careful planning, clear performance measures, employee commitment, and the removal of low-value work activities that waste time without contributing meaningful productivity.

The Takeaway

Look, there are some findings here which, while they are great, don't blow my socks off. Improvements in employee work-life balance, well-being, and retention are more or less to be expected as a product of the 4DWW at this point. But, the other findings of this are amazing! Leadership being identified as a key component in the successful 4DWW implementation is huge for future research and has vast practical applications for business looking to transition. Although not mentioned in depth here, the researchers also report ideas of 'gift days' and 'leisure training' which also provide avenues of exploration.

Of course, I can't discuss all of the outcomes here - I recommend reading the paper for yourself. But I do think one of the most important takeaways from this research is how the authors emphasise that the successful implementation of a 4DWW depends heavily on rigorous planning. This perfectly exemplifies the need for a standardised readiness framework that business can use to distinguish whether they are in the position to transition to a 4DWW and the need for further research to discern the key factors that contribute to its' successful implementation such as Leadership as discussed here.

But, as a whole, how exciting is that!?