Flexibility At Work: The Need Of The Hour

Measure productivity by results, not days of the week or hours at a computer

You’ve probably been hearing a lot about four-day work weeks recently. And it may sound very appealing.

Believe me, I get it. The pandemic blurred the lines between work and life like never before. And as businesses try to figure out what work looks like now, knowledge workers are struggling with long hours, not to mention bosses that are trying to force them back into the office. People are reporting more stress. They are wishing they could regain their time, prioritize their lives, work where they feel most productive, and frankly, set better boundaries.
 

So, when we hear about the mandated four-day work-week, many of us think: “Hmm... maybe that’s it.”

But here's the plot twist: As a people leader, I have given this a lot of thought. I am not convinced we will fix this problem by forcing knowledge workers to work four days instead of five.

And it is not for the reason you think.

It’s not because I think productivity will drop.

It’s not because I think employees will disengage.

It’s not because I can’t make it make financial sense.

It’s not because I am a tyrant who loves to see people glued to their office chairs.

It’s because it’s not enough freedom.

The four-day workweek is still an employer-prescribed, top-down methodology that is too focused on input (hours spent in the chair) versus output. It still fails to see people as unique individuals and treats us all as if we have the same needs, preferences, and demands. While I certainly agree that a four-day workweek might be perfect for some people, I’m an even bigger believer in freedom. I honestly don’t think the times, days, and hours you work – never mind where you work – should be dictated by the company you work for at all.

So, What IS the Solution?

True flexibility at work. And that means working wherever, however, and whenever you want. The best employers focus on outcomes, not inputs. They want to know if you are getting your job done and doing it well. They couldn’t care less whether you prefer to wake up at the crack of dawn and hit the ground running, or spend the day with your family and focus on work at night.

Flexibility and freedom at work do not mean leaving work early to watch your kid’s soccer game. It means that watching a soccer game in the middle of the day isn’t “leaving early” at all.

Sure, there are times when the team will need to align schedules for a meeting or a deadline. But that noon meeting might be the beginning of the day for some and the end for others. It might be a quick moment of work to focus on an otherwise non-work day. And if you have a global workforce, flawless alignment on work timing is not realistic anyway.

This is not just about making a more welcoming workplace for employees, though that is a big part of it. It is also a smart business.

I have found that freedom and flexibility are not only great for people, but also for our company. During the pandemic, knowledge workers everywhere proved that productivity did not require an office. And it goes without saying that work/life balance can be dramatically improved by removing the artificial constraints of “industrial-era” 9-5 office work. When the focus is on results instead of counting people sitting in cubicles, employees discovered they could make more space not only for their lives and families but also for their careers.

Why Wouldn’t We Want to Lean into That?

Yes, a four-day workweek might work great for some. Maybe you think it is perfect for you and your life. And if you do, you should have the right to ask your employer for it. But if you are considering implementing it at your company (or already have), please think twice before making it mandatory and dictating the specific day people need to take off.

Don’t hop on the trend because it sounds enticing when it is just the same old archaic work structure in different clothing. Challenge yourself to explore what true freedom and flexibility at work would look like.

Different roles and businesses come with a variety of requirements, and of course, I cannot speak universally. For many workers, set hours and locations are absolutely necessary. (Thank you, first responders and frontline workers who turn up every day when and where we need you!) But for knowledge work – where outputs mean so much more than time or location – I encourage leaders to embrace a philosophy that puts the individual first.

True flexibility and freedom mean treating employees like whole people who should be able to make their own choices. We should be measuring productivity by results, not days of the week or hours at a computer.

Author Bio

Scott Day is the Chief People Officer of Alludo. He lives by a people-first philosophy that emphasizes freedom and connection to build supportive and high-performing teams. Scott has a passion for driving organizational change, shaping culture, and delivering business results in fast-paced, collaborative environments. He’s played a pivotal role in spearheading Alludo’s remote-first transformation and creating an environment that embraces employee well-being with ERGs (Employee Resource Groups), great benefits, wellness days off, and more.