Over the past two years, software company Scoro and recruitment agency TalentHub have led the four-day workweek trend in Estonia, a topic that is becoming increasingly popular.
In this article, we ask Scoro’s HR manager Annika Albert, and TalentHub’s co-founder Reet Kaurit how the shortened workweek has impacted employee well-being and productivity.
Expect to receive tips on implementing a four-day workweek in your organization, including guidance on where to begin and how to tackle employee onboarding.
Let’s get into it!
One of Scoro’s goals is to inspire other companies to consider implementing a four-day workweek. How much feedback have you received on this?
Annika: I have spoken with dozens of companies, including Estonian firms, international enterprises, and public institutions. The feedback has been incredible, and people are grateful for the experiences and learnings that we openly share. People get inspiration from our blog, where we share our frameworks, and by reaching out directly.
There are also many misconceptions and myths about the four-day workweek. Which of these have you experienced yourself?
Annika: A common misconception among many is that if we remove one workday, productivity and performance will suffer proportionally. It could be true if you don’t change the way you work. However, if you plan your work wisely, our experience shows that productivity tends to increase.
Companies wishing to make the four-day workweek successful must find ways to organize work more efficiently. For instance, this can be accomplished by reducing unnecessary meetings and allocating more time for deep work. Restructuring work processes has been a crucial foundation for success for us.
Reet: It’s often said that Thursday becomes the new Friday and that employees work less. In reality, it’s all about organizing your work. It’s a process that takes time— it took us over a year to refine our habits and optimize workflows. This year, we’ve achieved all our company goals without reducing them or working overtime.
Has the four-day workweek positively influenced your employer brand? Have you noticed increased interest from candidates?
Annika: Yes. One of the metrics we track is the number of inbound candidates we receive, which has significantly increased since we announced the change. We’ve been well-known in Estonia for a long time, but since we also operate in the UK and US markets, the shortened workweek adds a new value proposition when hiring in these markets.
Reet: Yes, we are seeing a trend where companies do not offer part-time working arrangements. Yet, studies show that higher-salary employees prefer free time over a pay rise. Of course, salary is an important factor, but at some point, it’s no longer the main priority.
A four-day workweek offers the benefits of part-time work while providing a full-time salary. In addition to 28 vacation days, you get 52 free Fridays a year. It’s an attractive value proposition that helps attract new candidates and also retains existing talent. Returning to a traditional work arrangement after experiencing a four-day workweek is difficult.
How do you manage the onboarding program for new employees who are used to working five days a week?
Annika: Onboarding was one of the major topics we discussed during the preparation process. Today, our onboarding process consists of various guidelines and video training sessions that explain how we organize our work. We emphasize that the shortened workweek is not a given but the result of our collective effort and consistency. During onboarding, we focus on introducing the work culture and setting expectations, as well as sharing practical work management skills.
Reet: Employee onboarding is a challenge regardless of whether we work four or five days a week. As part of our program, we emphasize best practices and work techniques, such as having meeting-free days, which are crucial for a four-day workweek. It all starts with being aware of how you spend your time each day. Only then can you make the necessary adjustments.
How much has the four-day workweek affected employee satisfaction and well-being, and how do you measure it?
Annika: We measure employee satisfaction every month. We ask how happy each employee is at Scoro. Although our satisfaction levels have always been high, they are even better now. Many employees point out how the four-day workweek has positively impacted their lives, it supports their mental health, allows them to dedicate more time to hobbies and family and just keeps life more in balance.
At Scoro, we also have a Well-being Squad, which has been operating since the first year of implementing a shortened workweek. It’s a group of volunteers who organize different challenges and training sessions focused on health and wellness.
Reet: Our well-being indicators have significantly improved. We measure this through quarterly surveys where we assess employees’ work-life balance. The responses show that having a day off at the end of the workweek helps reduce stress.
Does a four-day workweek mean that Thursday has become the new Friday?
Annika: This is one of the biggest myths, and our experience shows it’s not accurate. Our employees say that the shortened workweek helps them maintain energy. There’s no need to slow down on Thursdays. Since a three-day weekend is a strong motivator, people are driven to finish work on time.
Reet: No, instead, I believe Friday has become the new Sunday. I know founders and managers who work on Sunday evenings to prepare for the upcoming week. Ideally, you would complete your week’s work by Thursday. However, if something still needs to be finished, you can do it on Friday morning. This way, you can still fully enjoy your weekend.
Have you considered the possibility of employees choosing when to take their day off?
Annika: We conducted a survey asking employees which day should be the day off. The majority preferred Friday because a longer weekend allows them to have a better quality rest. Since our teams also collaborate a lot and work across different time zones, we found that Friday is the best day to avoid confusion and ensure sufficient time for collaboration.
Reet: As of now, it hasn’t been in consideration, although our team has enquired about the possibility. It would add an extra layer of uncertainty if you don’t know what day each individual is off. I recommend starting with one day when everyone isn’t working.
One of your metrics is tracking meeting NPS scores. How does this look, and do you still use it?
Annika: The work area where we made several changes was meetings – a good meeting is purposeful, has an agreed agenda, etc. During the implementation of the changes, we used Scoro software to assess the quality of the meetings. Today, we primarily focus on constructive feedback.
Reet: After the meeting, participants give a rating on a scale of 1-10, assessing its usefulness for them. It’s an effective way to gather feedback and make improvements. Our meetings follow a structure as participants know in advance what will be discussed and the meeting’s objective. Meetings that used to take an hour now only take about twenty minutes.
If smaller companies don’t have the resources to track everything as thoroughly but still want to trial a four-day workweek, what metrics should they monitor?
Annika: Our recommendation is to collect open feedback and track employee engagement. However, it’s important to note that each company is different. You should begin by thinking about why you’re implementing a shortened workweek. There isn’t a one-size-fits-all solution.
Reet: Clear goals are the foundation of everything. There’s still a belief that remote work can’t be allowed because you don’t know if employees do any work at home. However, when clear collective and individual metrics are in place, it doesn’t matter whether the employee works remotely or four days a week. What matters is managing expectations and ensuring that the employee knows what they’re aiming towards.
Scoro’s process began with a survey on employees’ work habits. What exactly should you ask in such a survey?
Annika: Our survey was quite extensive, but the main topics covered were work organization, satisfaction, productivity, and expectations regarding work-life balance. It was important to get honest feedback to understand what changes were needed and how employees felt about the process.
Is there anything you would do differently in hindsight?
Annika: Not much, but if there’s something, we could have given the team more time to adapt to new working ways. Patience is important, as people are creatures of habit – even if motivation is high, it’s easy to slip back into old habits.
Reet: I would emphasize how long it takes to adapt to new work habits. The four-day workweek wasn’t an overnight success for us. It took over a year to reach a point where all company objectives were met. The transition wasn’t easy and required adjustment, refining habits, and support for employees.
I recommend that companies implement a four-day workweek gradually. Start by giving the last Friday of the month off. From there, you can move to a schedule where two Fridays are free, eventually leading to a four-day workweek.