The Tool Desk
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What to measure in a four-day-week pilot
Start with a small scorecard tied to the work each team actually does. Define what counts as completed and accepted work, how each measure is calculated, its time window, and any exclusions. Use existing company data where it is valid, but do not let raw volume stand in for productivity if it can encourage errors or shift work to colleagues.
| Dimension | Possible measures | What to check |
|---|---|---|
| Output | Completed units, accepted deliverables, resolved cases or milestones achieved | Use a consistent definition of completed work and identify the participating roles. |
| Quality | Defects, rework, error rates, first-pass acceptance, customer or service outcomes | Check whether an apparent increase in volume came with lower quality. |
| Timeliness and reliability | Deadlines met, turnaround time, backlog, coverage and response times | Include service continuity and any work moved to colleagues or other days. |
| Resources and cost | Actual hours worked, overtime, staffing, costs, revenue or value added where meaningful | Record actual hours rather than inferring them from the number of scheduled days. |
| People and sustainability | Absence, resignations, hiring, workload, fatigue, work ability, health and work-life balance | Use recurring measures and report survey participation and missing responses. |
Keep total output separate from output per hour
Report the total amount delivered and the amount delivered per actual hour as distinct measures. A straightforward rate is accepted output divided by actual hours worked over the same period. Define which workers and hours count, including overtime, and apply that definition consistently in baseline and pilot periods.
If total output stays stable while actual hours fall, output per hour has risen by that calculation. That fact alone does not establish unchanged quality, sustainable workloads or better service. Read the rate alongside quality, timeliness, overtime and employee measures; an hourly ratio can conceal excessive work intensity or work transferred elsewhere.
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Set a baseline and comparison before the schedule changes
- Specify the arrangement. Record weekly hours, pay treatment, roles included, coverage arrangements, and whether the schedule uses four shorter or longer days. “Four-day week” can mean different things, so document hours and the actual schedule.
- Collect repeated baseline observations. Use the same definitions and data sources more than once before the change, where practical. Separate preparation or workflow redesign from the period when the reduced-hours schedule is active.
- Repeat the measures during the pilot. Keep the measures, denominators, exclusions and reporting intervals consistent so changes are interpretable.
- Add a comparison if feasible. A similar team not yet adopting the schedule, or a defensible historical trend, can help show what might have changed anyway. A simple before-and-after comparison cannot isolate the schedule from other events.
- Log context and missing data. Note changes in demand, staffing, tools, policy and work allocation. Report take-up, survey response, attrition and missing observations alongside results.
Read operational results with employee outcomes
Business or service indicators and employee experience answer different questions, so report both. Administrative records can include revenue, average hours, resignations, new hires, sick or personal days and service delivery; choose measures your organization can define consistently. Pair them with recurring measures of workload, work ability, health, fatigue and work-life balance.
The European Commission Joint Research Centre’s 2023 working paper recommends supplementing employee surveys with administrative records, while noting that organizations may not collect the same information or use comparable performance measures. It cautions: “Self-reported surveys are an important tool for collecting data on the impact of the four-day week, but they are subject to biases and errors.” Read the JRC paper, Assessing the Validity of Four-day Week Pilots.
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Check whether results last and differ by role
A short pilot can miss seasonal demand or delayed effects. Continue measurement beyond launch and, where the schedule spans a seasonal cycle, interpret the result against that context. Break results out by team or role when group sizes and privacy allow; an organization-wide average can hide coverage problems or different outcomes for different kinds of work. Record who did not participate and who left during the pilot, since the remaining group may not represent everyone who started.
What published pilot figures can—and cannot—tell you
Published examples show the kinds of outcomes organizations have reported, but their figures are not guaranteed effects for another employer. Pilot designs and populations differ, and provider-reported results should not be read as controlled proof that a four-day schedule caused the reported changes.
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| Example | Reported findings | How to interpret them |
|---|---|---|
| 4 Day Week Global UK pilot, trial recruited in 2022; six-month trial | Provider-presented results: 35% average increase in revenue; 57% decrease in attrition; 55% reported an increase in work ability; 92% of businesses planned to continue; 71% decrease in employee burnout. | The provider describes preparation and academic research with Boston College, Cambridge and Autonomy; these figures are pilot results, not universal causal effects. UK pilot results. |
| 4 Day Week Global long-term North American pilot, baseline to 12 months after launch | Provider-reported: 15% increase in revenue over the trial; 69% reduction in employee burnout; 32% decrease in attrition; 95% of employees wanted to continue. The provider describes organizations in the US, Canada, UK and Ireland. | These are reported pilot outcomes, not a guarantee for another organization. Long-term pilot report. |
| 4 Day Week Global Germany trial; 45 organizations | The provider says initial findings showed stable key financial indicators and reports that 70% of participating organizations continued with some form of reduced working time in the two-year follow-up published February 2026. | The continuation figure concerns participating organizations and some form of reduced working time, not necessarily an identical four-day schedule. Germany trial results. |
| PLANAPP Portugal pilot evaluation, 2024 | 41 private-sector companies and more than 1,000 workers. The government summary says companies were assessed on productivity, costs and profits, while workers were assessed on wellbeing, quality of life, and physical and mental health. | The summary is an official example of assessing company and worker outcomes; it does not establish that findings generalize across countries, sectors or implementations. PLANAPP evaluation summary. |
The JRC paper assesses quantitative pilot outcomes, indicators and methodological limitations; it does not attempt a comprehensive meta-evaluation to establish overall effectiveness. Treat pilot findings as informative examples, not a forecast for your team.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How to report your findings clearly
State the period, participant group, absolute counts or rates, calculation method, actual hours, comparison and limitations. Put operational and employee outcomes side by side, and describe results as descriptive when the design cannot establish causality. For example: “During [period], [team] completed [output] at [quality level] while actual hours changed from [baseline] to [pilot]; [comparison] changed by [amount]. The result is descriptive because [limitation].” Replace every bracketed item with observed company data before sharing.
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