Could a four-day workweek boost your business? Companies in the United Kingdom are proving that the answer might just be yes. Cutting the workweek to four days might not only be good for employee moraleit could also be a win for your bottom line.  

In a recent pilot program in the U.K. conducted over a six-month period from November to April, close to 1,000 employees from 17 businesses and organizations tested shorter workweeks. They maintained their existing pay and responsibilities. The results? All 17 organizations chose to stick with the four-day schedule once the trial wrapped, according to the 4 Day Week Foundation, the U.K.-based group behind the experiment. 

The benefits werent limited to employees. Several companies reported higher revenue and a drop in sick days compared with the same period the previous year. 

The four-day work week has been getting serious buzz for months, even years. In 2024, 22 percent of respondents to APAs 2024 Work in America Survey said their employer offered a four-day workweek, compared with just 14 percent in 2022. The American Psychological Association credits the rise of the movements popularity to its emphasis on work-life balance. A whopping 80 percent of the APA survey respondents said they believe they would be happier and just as effective with four days at work. 

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For some businesses, however, particularly the small businesses that are the lifeblood of the economy, there are significant challenges to the four-day work week that cannot be ignored: 

  • Customer service gaps: Some businesses cant afford to be unavailable for an entire day each week. 
  • Longer days: 10-hour workdays can be draining and counterproductive 
  • Scheduling issues: It can be tricky to coordinate meetings and teamwork. 
  • Productivity and quality risks: Cramming five days of work into four might lead to rushed work and more stress. 

Its also important not to leave small businesses in the dust. After decades of coaching hundreds of companies, large and small, I worry they are missing the point. Shouldnt employees feel energized and valued, whether they work four days or five? 

William Kahns research on employee engagement showed that workforce motivation comes from a sense of purpose and psychological ownership. However, in a world where disengagement is the norm and employees are often treated like hired hands, work is something to get through, not something to enjoy. Most view work as a necessary evil, something to be minimized so they can spend time on what they really want to do. 

It doesnt take research to understand why employees are seeking a better balance between productivity and well-being. Id certainly fault no one who wants more time for family, and an extra day off can mean more time for mental and physical health, exercise, relaxation, and personal pursuits. 

For companies, the shorter work week is a talent magnetmaking it easier to attract and retain great employees. Many studies show people get more done in less time, thanks to focused work and fewer distractions. No arguments here. Organizations like B-Corp lay out the best way to move to a four-day work week; for those organizations, perhaps a shorter workweek makes sense. 

However, others, like steel company Nucor, have a famously engaged workforce five days a week. Steel work is no walk in the park, but Nucors people arent clamoring for fewer hours. Watch Nucors one-minute recruiting video, and youll see energized employees proud of what they do. Ive seen the same at companies like Costco, Abbott Laboratories, and Trader Joes, and long ago at Southwest Airlines. 

When I worked with the ground crew members at Southwest 20 years ago, I saw a level of pride and accomplishment that made Southwest famous for its culture. Employees at every level were energized, filled with purpose, and empowered through the voice they had in matters big and small. Why? Because the employees were trusted and treated like true partners. 

As of 2024, Nucors hourly workers earn $40 to $50 per hour when bonuses and profit-sharing are includedfar above the industry average of $26 to $30. Thats a direct result of Nucors performance-driven culture, where employees share in the success they help create. You could say theyre economically engaged. Heres how Nucor pulls it off: 

  • Operational flexibility and cost efficiency. Nucor runs lean, and the company adapts quickly, even during downturns. A decentralized structure gives local teams the authority to make decisions fast. 
  • Employee-centered, performance-driven culture. Profit-sharing and bonuses align with everyones goals. Theres a no-layoff policy. Even in tough times, employers cut hours instead of cutting jobs. 
  • Customer-focused diversification. Nucor serves a wide range of industries, reducing reliance on any one sector. Their decentralized model lets them respond to local customer needs quickly. 

The positive results of Nucors performance-driven culture are evident. They generate over $40 billion in annual revenue while leading the U.S. steel industry. Nucor is among the top companies with the highest output per employee. As far as their stock performance, the company consistently beats the S&P 500. 

Economic engagement research shows this holds true for private companies as well. Its five drivers are customer engagement, transparency, economic understanding, economic compensation, and employee participation. Sound familiar? 

The promise of economic engagement is that it improves business results while improving the lives of the people who create those results. This gives employees a real understanding of the economic impact of their actions, input on how business is done, and a share in any incremental profits they realize. Ultimately, economic engagement is good for individual wellbeing, collective morale, and the bottom line. 

Its not just about the numbers. When people are empowered partners in a business, work becomes exciting, meaningful, and secure. The real issue isnt four days or fiveits whether every day can be like that. 

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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