Instead of enforcing rigid hour-monitoring systems, we prioritise trusting our colleagues to maintain professionalism and deliver their finest work.
Keeping pace
So when people ask me how we ‘make up’ for the loss of 20% of our work time, my answer is to reframe the question and make it about the workforce. The workforce is the backbone of any organisation, and fostering a healthier, more equitable work environment can prevent burnout and absenteeism, and increase employee retention, with benefits for the staff, the organisation and the overall economy. The concept of a four-day workweek isn’t just about time; it’s a paradigm shift in how we perceive work and productivity. It’s about understanding that efficiency doesn’t solely stem from the number of hours worked but from a holistic, balanced approach to employee wellbeing. Fortunately, this is not just happening in progressive non-profit organisations, it is being demonstrated across workplaces, sectors and industries. A pilot in the UK involving 2,900 workers has shown promising results. Of the 61 participating companies, 56 (92%) have indicated they would continue with the four-day workweek, and 18 confirming they would make the policy a permanent change.
At BD Giving, our ethos revolves around trust. Instead of enforcing rigid hour-monitoring systems, we prioritise trusting our colleagues to maintain professionalism and deliver their finest work. This sometimes does come with challenges when it comes to implementation, such as dealing with calculating annual leave entitlements or managing meetings scheduled on our days off. However, ownership of this policy across the team has meant that solutions have been relatively straightforward to find. In response to three consecutive bank holiday Mondays last May, our team proactively proposed not taking Fridays off during those weeks, recognising the need to maintain work quality. This thoughtful initiative has since become an integral part of our policy for shorter weeks coinciding with statutory holidays.
Not falling behind
The incorporation of AI tools is pivotal to our trial and I have actively encouraged my team to explore various tools derived from LLMs. We have embraced a routine practice of refining reports and blog posts using ChatGPT (including this blog!), alongside leveraging AI-powered transcription software in our meetings. Our experimentation extends to planning communication campaigns, designing leaflets, and even constructing chatbots using AI. Additionally, we are keen on equipping all staff with the skills to master prompt engineering. Throughout these endeavours, we maintain a keen awareness of both the potential benefits and inherent risks associated with these technologies. But as DeepMind founder Mustafa Suleyman aptly noted, a new technological wave is imminent, and its impact on society will be profound. I, for one, firmly believe that if increased productivity results from AI integration, it is imperative to ensure that the advantages are distributed equitably among all people rather than being concentrated within a select few.
BD Giving’s trial with the four-day workweek stands as a testament to the transformative potential of restructured work patterns. By emphasising trust, AI, and considering the broader societal impacts, it’s a step towards creating a more sustainable and fulfilling work environment which, we hope, will contribute to sawing the seeds of deeper societal changes and increased wellbeing. In these troubled times and as we enter 2024, my hope is that the growth of the four-day workweek movement globally can act as a small beacon of hope for millions of workers. It symbolises the possibility of positive change, emphasising that collective well-being and a more harmonious work-life balance are attainable goals worth pursuing.
If you’ve been using AI-powered tools in your work, we would love to hear what you are finding useful.
