Writing in an opinion piece in last December 24's Times of Malta issue, former Malta Chamber President Marisa Xuereb expressed her belief that, rather than toying with the idea of a four-day work week, we should focus our attention on top-quality work per day.
In all honesty, she hit the nail on the head.
In recent years, the way we work has changed considerably. We are talking flexibility, work-life balance and the search for more efficient working models. Globalisation, technological advances and changing workforce expectations have led to a rethink of the traditional working day of eight hours per day.
Let's face it: almost no one is productive for 8 hours a day straight.
In many sectors, most workers self-report that they are only productive for 5-6 hours per day. Regrettably, we are still heavily influenced by the eight-hour day movement that originated during the Industrial Revolution, based on a model focused on creating safer and more humane conditions for manual labour in factories, not knowledge work.
While manual labour still includes these, knowledge work relies exclusively on mental labour, such as problem-solving, learning, and creativity, which don't scale linearly with time in the same way that manual labour does.
Though obviously, people working in manual labour are also not linearly productive for eight hours straight either.
It's a proven false assumption, among knowledge workers in particular, that the number of hours one works is directly correlated to productivity. For actual deep focus, where one is most productive, one typically gets 3-5 hours, and then mental fatigue starts to set in. And that focus isn't usually for 3 hours straight. Instead, you get natural energy rhythms that wax and wane throughout the day, during which better mental energy than at other times is experienced.
The ability to maintain deep focus, even for shorter periods, relies on having mental energy. But there are challenges to be overcome.
Knowledge workers can be overwhelmed by distractions, interruptions, and repeated context switching. These are productivity killers because they rapidly deplete mental energy. Every time there is an interruption by an instant message, email, or other people, one has to reorient themselves to what they were doing over and over, which is costly. The same idea applies when there are meetings scattered throughout the day or when trying to multitask. The more mental energy is spent, the less productivity there is.
Mental energy management most often comes down to boundaries. Most people are shocked when they see a visual of what is actually possible in a day versus their expectations and all the things they are trying to jam in.
Perhaps work-life balance is a myth after all. You only get one life, and all the other responsibilities, feelings and challenges you are experiencing are carried with you, wherever you are, which, of course, impacts one's productivity. Many workers don't give their minds and bodies the rest they need because they want to be productive all the time. They are not getting enough sleep or true, restful downtime, forgetting that, in addition to just being joyful and good, rest is productive.
Add to that the collective stress of society, and it can become difficult to feel motivated and energised. Turns out, it's tough to be productive when one is exhausted! If you know you are only getting 5 or 6 hours of productivity a day, the best thing you can do is figure out how to work most effectively within those parameters.
Today, Gen Zers are characterised as true "digital natives" who grew up with the internet and smartphones, leading to high digital fluency, strong values around diversity, social justice, and transparency, and distinct attitudes toward work, health, and media consumption, often seeking authenticity and purpose. They're significant and diverse and are shaping workforce and consumer trends with demands for better work-life balance, mental health support, and purpose-driven brands.
Companies that introduce the 5-hour working day attract talented specialists and keep them in the company for longer. As part of an experiment, for example, Microsoft Japan introduced the 5-hour workday and saw a 40 per cent increase in productivity! A New Zealand company, Icebreaker, which manufactures outdoor clothing, introduced the 5-hour working day and noticed a significant increase in employee satisfaction and creativity.
Yet some challenges and concerns need to be considered. In some cases, the workload could be difficult to manage in five hours, especially in certain industries or roles. Shorter working hours may also require better communication and time management to ensure key tasks are completed. Undoubtedly, any transition to a 5-hour working day requires careful planning and implementation to ensure productivity is not affected.
Of course, if one is required to be present for a certain number of hours, and the primary role is to watch a space or serve customers for a designated shift, the 5-hour workday isn't going to cut it for that role. But if the job is to deliver a product, an outcome, an idea, or a service, then a compressed schedule may work, and it's not just for knowledge workers.
A 5-hour working day is often dismissed without any serious consideration or innovative thinking around how it could be possible and effective. It can be a promising solution to the demands of the modern working world. If we are looking to shape the future, we should consider a 5-hour workday as a way to revolutionise the way our workforce works.
Dr Mark Said is a lawyer