Compressed Workweek
What are the benefits to me as an employer?
Similar to flexible work hours, employee morale and productivity can be increased by considering compressed workweeks. Typically, a compressed workweek results in 4 days per week/10 hour shifts, 3 days/12 hour shift, or 9 hour shifts with one day off on alternating weeks. Compressed workweeks can also allow for more hours of operation and customer service, if implemented with some forethought. Many companies have evidence that these schedules can decrease employee absenteeism, as personal needs are taken care of on their off days.
What can my company do?
- Screen and evaluate which positions are appropriate for compressed work hours; focus on performance not the number of hours on the job.
- Survey employees to determine level of interest in compressed workweek arrangements.
- Design and implement a promotional campaign that indicates managers and supervisors are supportive of employees who choose to pursue a compressed workweek.
- Create an incentive and/or award program that acknowledges individuals who work a compressed week and thereby reduce the number of cars on the road during peak traffic hours thus improving air quality.
Case Study: State of Utah
In a statewide effort to cut energy use in Utah, Gov. Jon Huntsman, Jr. instituted a four-day workweek for state employees at the beginning of August 2008. This "Working for Utah" program is intended to provide better customer service to Utahns while saving an estimated $3 million in energy costs over the next year. Additionally, the program has reduced the amount of money employees must spend on gas per week. This change has affected approximately 23,000 state workers.
Source: "Governor cuts energy usage." Deseret Morning News, June 27, 2008.
Case Study: ARCO Products Company, Bellingham, Washington
ARCO began their compressed schedule in 1980 and currently, 95 percent of employees take part. Employees work 4/10s, 3/12s, or 9/80s. Since beginning, the company has experienced a 33 percent decrease in shift transition time, a 10 percent increase in maintenance efficiency along with increased morale, reduced absenteeism, and decreased traffic and parking congestion. In fact, the company considers the Bellingham plant's schedule options so successful that they are going to implement the same options at the company's corporate headquarters in California.
Source: http://www.commuterchallenge.org/cc/casestudies/cs_arco.html
Case Study: Washington State Department of Transportation, Washington
In 1980, WSDOT embarked on a long-term mission to change its work processes by implementing flexible working conditions, including a four-day workweek. Twenty-five percent of WSDOT employees use the compressed workweek schedule. Results include:
- WSDOT has the lowest employee turnover of any state agency.
- Impact on productivity and cost savings is conservatively estimated at $200,000 for the Olympic Region alone.
- Increased employee performance and customer service.
Source: Washington State University Cooperative Extension Energy Program and Commuter Challenge. Published February 2000.
Weblinks
www.vtpi.org/tdm/tdm15.htm - Victoria Transportation Policy Institute -- Alternative Work Schedules
www.commuterchallenge.org/cc/flexschedules/compressed.html - Commuter Challenge
www.hr.upenn.edu/quality/worklife/flexoptions/training.aspx - Flexible Work Hours Training Materials