Four-day workweek: regionaly success of in flexible work
After successful pilot testing, Manpower SEE is implementing a four-day workweek for all employees in Southeast Europe!
Manpower SEE announces the official introduction of a four-day work week for all internal employees in Croatia, Serbia, Bosnia and Herzegovina, Bulgaria, and Slovenia following a successful four-month preliminary pilot project. This pilot showed positive impacts on employee well-being and the productivity of the company itself. With the earlier implemented options for working from home, Manpower is raising the bar at the regional level and offering greater flexibility to its employees while setting an example for other partners, clients, and business entities in the market.
Human labor and the way it is conducted have always closely followed the progress of the economy, science, technology, and all other societal frameworks that have defined it. Henry Ford, the legendary automaker, introduced a five-day (40-hour) work week back in 1926, freeing up Saturdays and Sundays for his employees. Today, nearly 100 years later, many companies realize it is time for new changes.
Given phenomena such as a lack of adequate skills, talent shortages, rapid changes in automation and digitalization, burnout syndrome, stress, and finally, the effects of the Covid-19 pandemic, it is clear that flexible business policies and valuing human productivity are the only ways to retain and motivate the available human capital to most companies.
Thus, Manpower, both regionally and in Croatia where it has been operating since 2009, started a four-day workweek pilot test in October 2021. During the set timeframe, all available criteria for its success were measured, from the satisfaction of internal employees, how work tasks are performed, and productivity, to the ultimate feedback from clients. The analytics and concrete numbers and results led to the permanent implementation of this work model.
Employee satisfaction, increased motivation and productivity, and the general well-being of internal employees were further analyzed through the internal employee satisfaction survey "Work & Well-being".
Here are the most important conclusions:
- The four-month trial period, which was very successful, did not bring changes in customer and partner satisfaction with the way business is conducted.
- Manpower legally implements a four-day work week in all countries, covering all costs of allowances, contributions, and benefits for employees as before the reduction of working hours.
- Manpower employees from all countries in the region report high levels of engagement and well-being in the survey results conducted after the implementation of the four-day workweek.
- The Work and Well-being survey shows that 89% of employees believe that their work-life balance is better now than it was before the introduction of the four-day work schedule. Significantly fewer employees are considering changing jobs and careers.
Reasons for Implementation
The four-day workweek is still a relative novelty in both the global and domestic labor markets. It also represents a work mode that could directly respond to new social needs and business trends, and its increasing implementation could bring greater social and sustainable changes.
The idea behind the 32-hour workweek is to optimize business and value human work based on achieved results rather than the outdated and limiting restriction to a 40-hour workweek. In addition to alleviating stress factors often required by balancing private and business parts of life, a shortened work week has a beneficial effect on mental health, which is becoming an increasingly significant challenge among the working population today.
Aleksandar Hangimana, GM of Manpower SEE, explains:
"In a time when human capital is becoming increasingly important and valuable, we have the honor and responsibility to care not only about our employees and processes but also about the employees and processes of a large number of domestic and global companies. By setting an example, we demonstrate that our policy of 'storyDOING' is more dominant than 'storytelling'. We look forward to sharing the experience of the four-day project with other legal entities so that the labor market of Southeast Europe can approach the most competitive European markets."
PILOT PROJECT:
The four-day workweek was first tested in a four-month trial period. Friday was defined as an additional day off for employees. Each country in the region prepared a locally adapted plan for establishing changes in operational processes. In each country, duty shifts were organized on Fridays to enable smooth business processes for all our partners and clients. After the successful trial period, we officially and formally transitioned to the new four-day work schedule.
Work and Well-being Research - Manpower SEE
- To examine the impact of the four-day schedule on internal employees of the Manpower SEE region, we conducted an anonymous survey to assess:
- The ratio of work productivity and employee well-being
- Ability to cope with the amount of work and stress
- Factors of employee satisfaction and retention
- Work-life balance of employees
The results show a very positive impact on the well-being and engagement of employees. Manpower employees report high overall results (4.92 out of a possible 6 points) on the Work & Well-being scale, which measures three important aspects related to employee well-being and engagement: strength, commitment, and absorption.
The most positive result was on the aspect of commitment (5.2 out of 6 possible points), which is best represented by survey statements and comments such as: "I am proud of the work I do," "My job inspires me," "I am thrilled with my job."
This is a strong and significant result for Manpower as a company, gaining even more importance this year when considering several studies that show increased burnout and poor motivation in the workforce worldwide. A study by Harvard Business School shows that more than 85% of employees felt that motivation, well-being, and satisfaction at the workplace drastically declined since the onset of the COVID-19 pandemic. (Macaulay Campbell and Gretchen Gavett, 2021).
Improvements in Work-Life Balance
Research indicates that one-third of employees at Manpower SEE (31.7%) stated they are very satisfied with the new work arrangement, and nearly half of the employees (45.7%) are satisfied. There is a minority who are not as enthused—16.9% describe themselves as neutral, while 5% express dissatisfaction or strong dissatisfaction with this innovation. 89% of surveyed employees believe that the balance between work and private life is now better than before the implementation of the four-day work schedule.
Impact on Employee Retention
Retention factors identified in the research indicate that employees agree they are proud to be part of the company and would recommend it as a good employer to their friends and family.
Interestingly, employees who had considered leaving their job in the past to seek other business opportunities (41% of respondents) now report high confidence and motivation to build their future within the company (91% agree with this statement) and report feeling more satisfied than a year ago (more than 75% of employees agree with this statement).
Workplace Equality
The four-day workweek is a practical shift toward gender equality. The gender pay gap becomes more noticeable after women decide to start a family. By the time a child turns 12, the earnings gap widens to 33% in favor of the male population, according to research by the British Institute for Fiscal Studies. One reason why women are paid less than men is that they often work fewer hours after the birth of children, due to shifting priorities towards family ones, as opposed to those demanded by an intense full-time career.
Reduced Carbon Footprint
Manpower's commitments are to reduce operational emissions (Scope 1 and 2) by 60% and emissions in the supply chain (Scope 3) by 30% by 2030. These scientifically grounded targets are a key part of Manpower's ambition to reach net zero by 2045.
Shortening the workweek means that employees do not have to travel to work as much and therefore consume less fuel, while other internal training directs employees to make more ecological decisions and changes in accordance with business trends.
Legal Implementation
Manpower covers all costs of allowances, contributions, and benefits for employees to the state as before the reduction in working hours. While employees work 32 hours a week, from Monday to Thursday, salaries remain overall the same, as do benefits and further planned salary increases.
About Manpower SEE
Manpower SEE is part of the global Manpower organization, which is a world leader in innovative workforce solutions with more than 80 offices around the world.
With offices in Croatia, Serbia, Bosnia, and Herzegovina, Bulgaria, and Slovenia, the SEE group has a significant regional presence and helps companies and partners transform business in a world of rapid business changes through a range of innovative services related to human resources such as search and selection, psychometric testing, talent, and skill development, and other HR administrative services.
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