The four-day work week has garnered significant social consideration, particularly in light of the transformative impact of COVID-19. In less than a century, we’ve transitioned from a six-day grind to a five-day grind, and now we’re exploring a four-day grind. As such, the work week has historically been proven to be a dynamic concept that continues to evolve.

Today, “full-time” typically comprises 40 hours spread evenly between Monday and Friday. Despite the perception that “this is how it’s always been,” the five-day work week is a relatively recent social norm in the context of history. Prior to the early 20th century, a six-day work week was the norm, and personal leave, sick leave, and rostered days off (RDOs) were virtually unheard of.

Now, no discussion of the work week would be complete without mentioning Henry Ford. The shift to a five-day, 40-hour work week was initiated by the Ford Motor Company during 1926 when Ford’s decision, driven by a desire to of increased worker productivity, satisfaction, and consumer spending, gained popularity and eventually became standard practice across many industries.

Then, less than 100 years later, the Covid-19 pandemic struck the interconnected world, catalysing another major shift in work environments and employee expectations. Businesses were forced to adapt to lockdowns and social distancing rules if they wanted to survive, leading to remote work becoming the norm for months and, for some cases, years. This shift not only altered where people worked but also transformed their expectations of employers as to how.

Remote work, while introduced out of necessity, revealed the potential for greater flexibility and work-life balance. Long commutes and rigid office hours were replaced with digital connections, and productivity remained strong despite no physical interactions. The pandemic demonstrated that re-thinking work structures was not only possible, but necessary.

This reassessment didn’t stop at remote work and also included consideration of a four-day work week. Advocates for a four-day work week argued that reducing the work week—at least in terms of days—could lead to a number of benefits including increased productivity, improved employee well-being, and enhanced work-life balance.

Microsoft Japan notably experimented with this idea and reported a 40% boost in productivity following a trial. Similarly, companies like Perpetual Guardian in New Zealand and various businesses in the UK reported positive outcomes, including higher satisfaction and lower stress levels among staff.

The evidence supporting a shorter work week was stacking, providing employers with proof that the change could lead to more engaged and productive workers, depending on the industry of course. For example, customer service and retail workers might find it harder to adapt to this scheduling change, while office workers may find it more feasible.

At the very least, the conversation around the four-day work week had begun. While its adoption seems selective, it all stems from the impact of a global pandemic. The lessons learned from the world’s reaction to Covid-19 have undeniably shifted perspectives on work expectations. Employees now expect flexibility, remote work options, and a healthy work-life balance, while evidence shows productivity and morale remains high despite the decrease in working days.

As we look to the future, it’s clear that our current ideas about the work week will continue to evolve. As more employees shift their expectations to prioritize a better work-life balance, what we consider normal will keep changing. There was once a time when a six-day grind was the norm. As long as we continue to evolve our approach to work, we will keep improving productivity alongside quality of life. Covid-19 may have accelerated these changes, but we must ensure that the management of this evolution doesn’t undermine the benefits of the modern work environment.