FACILITIES MANAGEMENT JOURNAL JOBS
FM CAREERS - RECRUITMENT
FOUR DAYS FOR FM? As new trials of the four-day work week are launched in the UK, Hannah Jackson of
Henley Training asks, is this style of working benefi cial for the FM sector?
Over the last few years, enthusiasm for
switching to a four-day work week has
grown. During the pandemic, several
countries introduced four-day work week trials.
Spain, for example, announced a voluntary threeyear
trial of a 32-hour work week. Similar schemes
were implemented in Japan and New Zealand.
In January, the 4 Day Week pilot collaborated with
think tank Autonomy and researchers at Cambridge
University to launch a trial in the UK, aiming to
demonstrate that a reduction in working hours
increases employee productivity, commitment and
motivation. But what are the benefits and challenges
associated with the four-day week, are reduced
working hours su icient to increase productivity,
and is a four-day week practical for the facilities
management sector?
EQUAL BENEFITS
One of the key benefits for employers is that a fourday
week actually boosts employee productivity
through a reduction in hours spent at work. Recent
studies indicate that reduced working hours can
significantly increase employee productivity. In 2019,
Microso‰ Japan introduced a four-day week, without
a reduction in pay. Productivity increased by an
estimated 40 per cent, and researchers observed an
improvement in employee motivation.
In this trial and others, employees felt that their
individual wellbeing was prioritised by employers,
resulting in the cultivation of a more positive
organisational culture. Studies demonstrate that
positive organisational cultures improve sta
engagement and foster environments conducive to
e ective collaboration.
According to data collected by Health and Safety
England, around 1.7 million employees su ered from
work-related illnesses in 2021. Almost 50 per cent of
absences were due to work-related stress, depression
or anxiety. Every year, companies across the UK lose
thousands of pounds to absences. Work-related
stress is particularly prevalent within the FM sector,
with employees frequently faced with unpredictable
challenges, dwindling resources and the pressure to
meet budgets. Many employees attribute their stress,
depression and anxiety to continuous burnout, an
unhealthy work/life balance, and little opportunity
to socialise, exercise or prepare healthy meals. A
reduction in working hours, no matter how minimal,
could help to remedy this, benefitting both the
employer and employee.
GREATER EQUALITY AND DIVERSITY
In 2013, FMJ published research indicating a lack of
diversity and equality in the facilities management
sector. According to the research, very few
women attained managerial positions and were
underrepresented in many companies.
Inequality continues to blight the industry today,
although numerous organisations, such as MACE,
So’SPIE Ladies Network and Women in ENGIE,
are working hard to advocate for gender parity. A
four-day work week, if implemented e ectively,
could aid the promotion of equality and diversity.
Women are statistically more likely to sacrifice work
to fulfil childcare responsibilities than men, with
many struggling to a ord childcare five days a week.
Statistics suggest, in fact, that 41 per cent of women
in employment work part-time. For context, only 13
per cent of men in employment work part-time. A
reduction in working hours could significantly lower
the cost of childcare for many parents, allowing
women to prioritise their careers.
CHALLENGES FOR FM
Thus far, the successful implementation of the
four-day work week has been limited. Opponents
argue that a reduction in working hours would be
impractical for certain industries, including that
of FM. There is some concern, for example, that
customer engagement and service quality may be
negatively impacted by a four-day week. Others
worry that employees would be less adept to deal
with emergency situations with increased time spent
away from the workplace. We maintain, however,
that the four-day work week has the potential to
enact positive, tangible change in the FM sector.
FM encompasses an extensive variety of roles
and responsibilities, and managers implementing
a reduction in working hours must not be tempted
to take a homogenous approach to change. For
some roles, it may be practical to condense working
hours into four consecutive days, with a three-day
weekend. Employees in other roles may work more
e iciently with a short mid-week break, or by working
slightly shorter days.
A commitment to cohesion, communication and
collaboration, however, is crucial, particularly for
those managing large teams. Facilities managers
must demonstrate innovative thinking and a
readiness to adapt to change, supporting clients if
they decide to implement shorter working hours.
Many facility managers are responsible for
coordinating a rapid and e ective emergency
response. A reduction in hours must not impede their
ability to do this. It may be prudent, therefore, for
organisations to assign a deputy, although this will
not be financially feasible for small businesses.
The four-day week should not be considered
a panacea for low productivity, motivation and
commitment, but should instead be implemented
alongside other initiatives. Managers should
consistently communicate the “bigger picture” to
employees, emphasising long-term organisational
goals. Training should be prioritised, with a focus on
individual and collective development.
If the facilities management sector is to thrive, it
must continuously evolve. The four-day week may
provide a fantastic way to do this.
LATEST JOBS ON FMJ
HEAD OF ESTATES ASSET MANAGEMENT
Salary: Up to £90,000 per annum +
Location: UK Wide
https://bit.ly/3iTWFBE
FACILITIES SITE SUPERVISOR
Salary: £30,000 to £39,999
Location: North London
https://bit.ly/3NC5H4b
PROPERTY AND SITE MANAGER
Salary: £45,000 per annum +
Location: South London
https://bit.ly/3NMQ0r8
jobs.fmj.co.uk
Over
250 jobs live
on site
60 APRIL 2022
/3iTWFBE
/3NC5H4b
/3NMQ0r8
