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Thursdays are the New Fridays

Katie Williamson June 2, 2016

It’s no secret that the workplace has changed dramatically in the last 50 years. There are 53% more women in the workforce, The Family and Medical Leave Act allows employees to take up to 12 weeks of unpaid protected leave, and minimum wage has increased dramatically. It’s pretty amazing to see the progress we’ve made, but there’s one change that’s yet to make its way to the U.S.: The Four Day workweek.

In many European countries, four-day workweeks are the rule, not the exception. The Netherlands boast average annual wages of $47,000 and average only 29 hours of work per week. But for many companies in the U.S., the trend remains that working longer hours means an increase in productivity. But what if this isn’t the case? Whatever happened to “less is more”? Can this apply to our workplace?

four day work week perkspot culture thursdays are the new fridays

No Time to Waste

Let’s be honest, there are plenty of times we procrastinate on projects or reschedule meetings until the last possible minute. With shorter workweeks, employers have found that there is less time to waste, so workers are more likely to remain focused and motivated. And for those who still need those 40 hours, some businesses have incorporated the four-day workweek by simply working longer hours during these four days. Workers then have the weekend to catch up on errands, spend time with loved ones, and get refreshed for the next week.

Thinking About Making a Switch?

Keep in mind these “Dos and Don’ts” for a successful transition.

Don’t: Make it a seasonal thing.

Some companies tend to offer shorter, summer hours, which is a great start, but often employees start resenting those days when they have to stay until five instead of leaving at three, or whatever the case may be.

Do: Make it a regular thing.

Spring, Summer, Winter, Fall – you wouldn’t require your employees to work only one part of the year, so why shorten their hours only during summer? To increase motivation year-round many companies start by offering a shorter workweek even in the winter months.

Don’t: Go all in.

Incorporating the four-day workweek means a huge change in the office, so make sure you think before you leap. Don’t make the change overnight but give your employees time to adjust.

Do: Take baby steps.

When it comes to big changes at the office, it’s best to take baby steps. For example, some employers start by having early release on Fridays instead of jumping right into the four-day workweek. They then examine productivity and employee engagement levels to ensure the plan is right for their office environment.

Don’t: Stay silent.

You may know the famous quote “Where there is no vision, there is no hope”. Don’t just make the change without stating the whys, whos, and hows.

Do: Provide clarity on the “fifth day”.

Are employees expected to be available on the fifth day? What extra work does this require for the other four days? It’s important to think through all the questions employees may have and provide clarity before incorporating this new policy. There’s nothing more frustrating than walking in the dark, so if you’re thinking about making the switch, be sure to shed light on the new changes.

Keep Employees Happy

One of the challenges many human resources departments face is keeping employees happy and engaged. Training new talent is expensive and time-consuming, so when focusing on employee retention, many companies are beginning to consider the four-day workweek. For companies that cannot afford raises or other employee benefits, this can be a great perk to offer employees who have been loyal to the company.

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Workplace Peer Pressure: Engaging Employees

Katie Williamson April 8, 2016

In his book, “Building a Magnetic Culture”, Kevin Sheridan, Chief Engagement Officer at Human Capital Management, discusses the different levels of engagement we find in the workplace and their effect on each other. Peer pressure is alive and well in our 21st century offices. Which means the engagement levels our employees experience can spread like a virus.

peer pressure

We’ll dive into the ways we can spread positive engagement.
First let’s discuss, as Sheridan details, the different types of employees we encounter:

Employee Types

Actively Disengaged Employees 

are the “Negative Nancy”s of the workplace. They can be found constantly complaining, focusing on problems and openly expressing their discontent and negative outlook on their position.

Ambivalent Employees

are arguably the most dangerous type of employee because they’re often the hardest to spot. They are fulfilling their basic job responsibilities, but not much more. In fact, they rarely offer to lead projects or volunteer for extra opportunities. These nine-to-fivers just want their paycheck, with bags packed and feet out the door by five o’clock sharp.

Actively Engaged Employees 

are the ideal type of employee. As engaged employees, they consistently go above and beyond their job description. They promote the mission and vision of the company’s brand, contribute new ideas, and are optimistic about their future in the company.

Making a Change

Because the majority of employees fall within the Ambivalent category, it’s crucial that they move towards becoming Actively Engaged versus Actively Disengaged.

In a previous article we discussed the importance of workplace friendships on both personal health and organizational success. This is evidence that peer pressure can be essential in driving the increase of employee engagement. One tactic managers can implement is putting these Ambivalent Employees in close proximity to Actively Engaged Employees through group projects and assignments. Because these Engaged employees thrive in environments where they can step up to the plate and lead others, it’s a great way not only to involve the Ambivalent, but also encourage and affirm those employees who are already engaging in positive ways.

Most of the time, however, we don’t associate peer pressure as being a positive force. Just like a high school bully, Actively Disengaged Employees can negatively affect every person in their surroundings. Their negativity can be a virus to the workplace. It’s important not to shy away from addressing this negativity as quickly as possible to not infect others. Because these employees are primarily motivated by their paycheck, it is not likely they will leave on their own initiative. For that reason, it’s crucial that managers speak with any actively disengaged employees.

Address the Whys

When speaking with these employees, it’s also important to assess why they may be feeling apathetic in their work. Many times there could be an opportunity for a constructive conversation. In fact, this conversation could even transform them into some of the mostly highly engaged employees in the organization. However, it is likely that the position or the company may not be a great fit for this particular person and, in that case, discuss transitioning them out of the company.

Taking a page out of Sheridan’s book, “Creating a workplace environment where Engagement thrives and Disengagement dies should always be a management priority.”

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How to Invest in Happiness Without Blowing Your Budget

Courtney Shipshock February 23, 2015

invest in happiness

It is a corporate truism that happiness begets productivity. There is a slew of data to support this idea, such as the extensive work of Teresa Amabile or this Gallup poll by James Harter. More recently, perks have emerged as the choice tactic for companies seeking to boost employee happiness. So much so that companies, from entrepreneurial startups to established enterprises, hire perk managers to engineer creative perk programs.

We here at PerkSpot know that not all perks are created equal.

We are also aware that not every business can afford a $10,000 per employee desk allowance or a month-long office adventure to Thailand. We’ve dug deeper into the wealth of research on the happiness-productivity model and hope that our findings will suggest some cost-effective ways to invest in workplace happiness that will ensure your highest ROI. A number of recent studies point out that broader psychological factors have the strongest implications for increased workplace productivity. Professor John Zelenski demonstrated that “positive affect” is more strongly tied to high productivity than either “job satisfaction” or “quality of work life.”. In another study, Thomas Wright found that increased job satisfaction yields increased productivity only when employees already have a high level of psychological well-being (PWB). Employees who score low on “life satisfaction” stay home an average of 15 more days a year, states Gallup Healthways. Another Gallup study showed that retail stores scoring high on employee life satisfaction generated $32 million more in earnings than less happy competitors. The data suggests managers should focus on perks that promote more general psychological factors like life satisfaction and psychological well-being. An office ping-pong table may seem sure to increase employee happiness. However, MetLife’s Benefits Trends Study suggests that offering a financial education program may be more effective. According to the study, 54% of employees worry about their financial security; while 51% of employers strongly agree employees are less productive when they worry about personal financial problems. 57% of employers agree that offering financial education to employees has a positive impact on productivity.

Don’t underestimate the benefit of perks that cost you nothing.

A recent study by Nicholas Bloom and John Roberts focused on China’s largest travel agency. They found employees permitted to work from home were 13% more productive and 50% less likely to leave their jobs. Considering the cost of replacing an employee can range from 90% to 200% of their annual salary, this is significant. In fact, FastCo.Design says you may see similar upticks in productivity from changing your office environment. They suggest converting a portion of your office into spaces akin to employees’ homes (think sofas, café tables, etc.). Increased time with family and friends can strongly reinforce the high levels of psychological well-being that promote job satisfaction. It’s no surprise, then, that the Society of Human Resource Management reports that 30% of employers offer discounted tickets to movies, theme parks, museums, and more in order to encourage more family outings. We hope that our research sheds some light on the burgeoning world of workplace perks. Perks geared toward enhancing employees’ lives outside the office can result in the largest jump in job satisfaction and productivity. The above examples suggest some cost-effective starting points for anybody looking to build a perks program into their office culture. Want more insights like these? Subscribe using the form to the right!
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