One thing that companies in South Africa are getting wrong about the 4-day workweek
Although there is more awareness and positive sentiment about the 4-day workweek amongst South African companies, there is a significant misunderstanding over a central pillar of the initiative.
According to a survey from Remchannel, despite only a few companies partaking in the 4-day workweek trial, over 80% of respondents said that they were aware of the trials.
Trials have been conducted in several counties, such as the UK, New Zealand and Japan, with the general consensus being that there is a positive association between the 4-day workweek and improved employee morale, reduced burnout and maintained, or possibly increased, productivity.
The survey found that 71% of respondents said that the shortening of the workweek can help improve talent retention.
In addition, 88% said that they believe that it can improve the work-life balance for its employees.
“The findings of our survey highlight the ongoing evolution in South Africa’s corporate sector,” Remchannel Managing Director Rene Richter said.
“Companies are increasingly considering the 4-day workweek model as an opportunity to better align with the needs of their employees, and in turn, increase productivity.”
The study of the 4-day workweek found the following:
- 88% of employers believe it can improve employees’ work-life balance;
- 80% had heard of the 4-day workweek trial in South Africa;
- 71% say it would increase talent retention.
- 62% believe it can lead to increased productivity;
- 60% believe the model can improve employee performance;
- 58% said their employees would prefer it; and
- 55% believe that it can lead to cost savings;
However, there is a major challenge in introducing the model.
More than half of the respondents said that they believe that the 4-day workweek could be used as a cost-reducing measure, potentially involving pay cuts.
A fundamental principle of the 4-day workweek is that salaries are not cut.
The model uses a 100-80-100 model, where employees get 100% of their salary for 80% of the time in exchange for producing 100% of the output.
Remchanel said that this divergence could create a critical impasse.
77% of respondents said that they did not expect their employees to take a pay cut in exchange for a 4-day workweek, and 88% said that certain industries or job roles were better suited for the change in schedule.
“The challenge lies in finding a mutually beneficial solution. The introduction of a 4-day workweek should not compromise employees’ remuneration. Innovative working models should aim to boost productivity while maintaining, if not improving, the current wage structures,” Richter said.
She said that businesses should be open to a flexible 40-hour workweek and not specific days, as it allows for another layer of adaptability to the evolving work landscape.
“This adaptability could provide the balance between maintaining productivity and meeting the changing needs of the workforce. The survey opens up a meaningful dialogue on the future of work in South Africa.
“As companies continue experimenting and adapting to new models, the corporate landscape is anticipated to shift dramatically in the coming years, driven by the dual goals of enhancing employee well-being and optimising productivity”
Big corporates have their own solution
Despite several of South Africa’s biggest companies telling BusinessTech that they would not implement a 4-day workweek, many have already introduced an alternative way of working.
Financial services providers, including Discovery, Nedbank, FNB and TymeBank, said that they could not introduce the 4-day workweek as they need to operate 24/7.
“Our view is that for many types and sizes of businesses and organisations, the implementation of the 4-day workweek will be an incredible success both in terms of productivity and the flexibility for its people, and the research of the 4-day workweek certainly supports this,” Steve Teasdale, Chief People Experience Officer at Discovery, said.
“The reality is that for certain businesses and their operations, it will not generate the benefits, and other work models that balance flexibility and productivity will be more suited.”
However, many said that they have already introduced a hybrid/blended model, where their employees would only go to the office on certain days.
Nedbank’s Group Executive for Human Resources, Deb Fuller, said that the group would continue to use the model as its staff found it extremely productive and engaging.
That being said, Thuli Tabudi, National Human Resources Executive at the SPAR Group, and Travis Coppin, CEO of Food Lover’s Market retail division, said that a 4-day workweek and hybrid model could not work at their respective retail stores as they need staff on the premises at all times.
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