'I introduced four-day weeks for our agents and there have been no negatives'

Logistics

Every manager sorts out their own rotas to suit their branch/department – flexibility is key. When agreeing this move, we said to all staff: “For this to work we need five days’ work out of four! You need to increase input and productivity and be flexible”. If branches are under pressure, then staff can increase to five days and be paid for that extra day. Staff are more than happy to do this to cover for holidays. They can also cover in a nearby branch for extra pay if they like.

The effect on the team’s wellbeing has been incredible. Sickness absence has decreased dramatically, and morale is at an all-time high. Everyone seems to love their work and appreciate just how lucky they are.

Staff productivity has increased by 40%; turnover is up 60%; and profits have increased by £500k at half-year end already. I honestly cannot see any negative impact at this present time.

It also helps attract more staff to the business. We do not have any problems recruiting. We have increased numbers in some of our busiest branches due to the current surge the industry is experiencing, and we have picked up some excellent qualified staff who are looking for a better work-life balance. We are also finding that older staff who may be approaching retirement are happier to postpone their plans to retire as they feel happier with the balance, and those vastly experienced staff are invaluable to the business. 

FLEXIBILITY IS KEY

Senior staff are all on the new four-day contract, but like all management, we have a job to do and the job has to be done in the required timeframe. All the senior team here understand that and have the flexibility to work what is required trying to keep within a four-day pattern. Some weeks that is completely possible, but sometimes extra time is required. Their benefits/rewards reflect this. As for myself, I don’t know any managing directors that can limit themselves to set work hours; we are on call, aren’t we, most of the time? That said, what I do is work from home more and try to switch off when I can.

The benefits are undeniable, work is better all round, and all staff now have a better quality of life. I do know that some business leaders will look negatively at this, but I think those are the ones who are driven first and foremost by profits. I myself have profits in the forefront of my mind too, but I also firmly believe that to get the very best out of your workforce, you have to treat them fairly, have their wellbeing at heart, and keep them happy and enjoying their work – because happy staff will work harder for you and in turn bring in those profits.