Will a four-day week be a game-changer for the construction industry?

There is now serious talk about introducing a four-day working week for all industries in the UK and this is being actively discussed in other countries across the world – but what will it mean for construction? The concept of a four-day workweek, while not entirely new, continues to gain significant traction as companies grapple with issues such as employee burnout, productivity and work-life balance. This means that the idea of reducing the traditional five-day week while maintaining the same hours is becoming increasingly appealing, writes John Ridgeway.

However, the potential implications of such a shift, particularly for industries like construction, require careful consideration and early indications suggest that it is a move that will be strongly resisted. That said, it is worth looking at the potential advantages and the downsides of a four-day working week.

For employees – and as already mentioned – an improved work-life balance is an obvious advantage. A reduced workweek can significantly enhance employees' well-being and job satisfaction. By allowing for more time off, construction workers can enjoy leisure activities, spend time with family, and reduce stress. In theory, this improved work-life balance will lead to increased motivation and productivity.

A four-day workweek is also likely to boost employee morale and reduce turnover rates. Studies have shown that employees who feel valued and supported are more likely to be engaged and productive. By offering a more flexible work arrangement, construction companies can create a positive work culture that attracts and retains top talent.

Counterintuitive as it may seem, a shorter workweek can sometimes lead to increased productivity, according to recent studies. When employees are well-rested, less stressed and have a better work-life balance, they are thought to be more focused and efficient during their working hours.

The advantages?

A four-day workweek can also contribute to a reduction in sick days and absenteeism, which have significantly increased since the Covid pandemic. By allowing employees more time for rest and recovery, construction companies may experience fewer disruptions due to employee absence.

Prior to the coronavirus pandemic, the rate of workdays lost due to illness or injury in the UK construction industry had been relatively stable. However, the pandemic caused a significant increase in absenteeism rates. The most common reasons given for sickness absence in the include musculoskeletal disorders, stress, depression and anxiety. It is thought that these conditions can be exacerbated by the physical demands and stressful nature of construction work. This in turn can have a significant economic impact on construction companies, leading to delays, increased costs and reduced productivity.

Finally, a shorter workweek can have environmental benefits by reducing the need for commuting and associated energy consumption. Additionally, reduced work hours can lead to a decrease in the demand for office space and other resources. So far, so good – but what about the potential challenges?

Potential challenges of a four-day week

The construction industry often operates on tight deadlines. Reducing the number of working days per week could potentially lead to project delays, especially for time-sensitive projects. Coordinating schedules and ensuring adequate staffing levels is also likely to be more challenging with a four-day workweek. Effective planning and communication will be essential to avoid disruptions.

Implementing a four-day workweek may also involve additional costs, such as overtime pay or hiring temporary workers to cover the reduced hours. Construction companies need to carefully evaluate the potential financial implications before making a decision.

Furthermore, some clients may have expectations regarding project timelines that may be difficult to meet with a four-day workweek. It will be essential to have open communication with clients to adjust project timelines accordingly.

And we cannot forget that the construction industry has traditionally followed a five-day workweek. Changing this norm may require adjustments to industry standards and practices.

While the concept of a four-day workweek has still to gain traction, there are already limited examples of its implementation in the construction industry. However, other sectors have experimented with this model, providing valuable insights.

Iceland has conducted a large-scale trial of a four-day workweek, involving thousands of employees across various industries. The results were promising, with improvements in work-life balance, productivity and employee well-being.

While not construction, Microsoft's Japanese subsidiary implemented a four-day workweek as a pilot programme. The company reported increased productivity and employee satisfaction during the trial.

Perpetual Guardian, a New Zealand company that deals in estate planning, has been operating on a four-day week for several years, citing improved employee morale, productivity, and client satisfaction.

That said, all this has never been properly tried in the construction industry. The potential benefits and challenges of a four-day workweek are therefore significant. However, while the concept may seem radical, it is worth considering as a means to improve employee well-being, productivity and sustainability. This will mean careful planning, stakeholder engagement and a thorough evaluation of the potential impacts before implementing such a major change.

We at Talk.Build still believe that this change is still a long way off, but as the construction industry continues to evolve, it is essential to explore innovative approaches that can enhance the working lives of employees and improve the overall efficiency and sustainability of the sector. The four-day workweek may be one such approach, offering a promising path forward for the future of construction.