The four-day work week is very popular among public employers these days. Employers who have implemented a compressed work week program successfully say they’ve enjoyed benefits such as saved energy costs, decreased absenteeism, and improved employee morale resulting from the change.
I don’t believe that a four-day work week is the solution of all solutions, as some have claimed. But I do believe that there are certain organizations that, because of their structure and purpose, can be good models for the program. The ideal candidates, though, are almost always government employers. A mandatory four-day work week, generally, is not realistic in the private sector.
But does that general proposition lose its vigor in a bad economy? Can the four-day work week be implemented in the private sector more effectively because of the downturn? It turns out that flexible schedules can have important benefits in an economic downtime, just as they can in times of fiscal health. The trick, though, is to get employers to be aware of the opportunities.
Fast Company blogger, Cali Yost, has an ongoing series of posts about the benefits of “flexible downsizing” and why employers are better suited to consider this option as opposed to layoffs. In a recent post, she explains:
There are creative, cost-effective ways to use strategic work+life flexibility to reduce labor costs while remaining connected to valuable talent. These options include reduced schedules, job sharing, sabbaticals, and contract workers.
In a recent interview with Penn professor and author, Dr. Peter Capelli, Yost questioned why more employers aren’t taking advantage of the benefits that can be derived from a flexible-downsizing initiative. Most employers, said Capelli, are too short-sighted, focusing only on short-term cuts instead of the longer term savings to be had. Capelli asserts that it is cheaper to retain an employee at 5% reduction in pay than to layoff 5% of the workforce because “there are no severance packages; the legal liability and associated costs are much less; and the savings come instantly without the agonizing administrative process of figuring out who has to go…”.
Flexible downsizing is also a valuable option when employers are trying desperately to avoid layoffs–at the cost of the fiscal health of the organization. These companies are so pained by the thought of laying off personnel that they avoid doing so to the extent that it actually results in more layoffs in the long-term. Alternatives such as voluntary, across-the-board pay cuts, reduced-hour schedules, and furloughs of even a few weeks can mean the difference between voluntary, and relatively minor, cut-backs now and involuntary and severe cut-backs later.