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Measure a four-day workweek by comparing the same role-appropriate output, quality, timeliness, actual hours, and employee outcomes before and during the pilot. Track total output separately from output per actual hour: keeping the same output in fewer hours may indicate higher hourly productivity, but it does not by itself prove that quality held or workloads are sustainable.
Decide what the pilot is testing
“Four-day workweek” can describe different arrangements. Before collecting data, document the actual schedule and what changes for employees and the organization. Do not use the label as a substitute for recording hours.
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- Weekly hours and whether pay changes.
- Whether all roles take part, and which teams or employees are included.
- Whether participants work four shorter days or longer days with a reduced weekly schedule.
- How customer, service, and team coverage will be maintained.
- When preparation or workflow redesign ends and the active pilot begins.
These details define what is being evaluated and help distinguish the schedule’s effects from changes made to staffing, processes, or work allocation.
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Pick measures that reflect work completed and accepted, not simply activity or time online. Use indicators the organization already collects when they are valid for the work. Define each measure’s unit, denominator, exclusions, and reporting period in advance.
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| Area | Possible measures | What to check |
|---|---|---|
| Output | Completed units, accepted deliverables, resolved cases, or milestones achieved | Count completed work, not just work started; specify what qualifies as complete. |
| Quality | Defects, rework, error rates, first-pass acceptance, customer or service outcomes | Check whether a change in volume came with a change in quality. |
| Timeliness and reliability | Deadlines met, turnaround time, backlog, response time, service coverage | Track whether work is delivered when needed and whether coverage remains adequate. |
| Resources and business results | Actual hours, overtime, staffing, costs, revenue, or value added where meaningful | Record the hours and resources required to deliver the measured output. |
| People and sustainability | Absence, resignations, hiring, workload, fatigue, work ability, health, work-life balance | Use recurring measures and interpret survey results alongside administrative records. |
Avoid rewarding raw volume if that could encourage errors, reduce service quality, or shift work onto colleagues. A metric is useful only if its definition stays consistent enough to compare the baseline and pilot.
Keep total output separate from output per hour
Report both the total amount delivered and output per actual hour. For example, a team might complete the same number of accepted cases while recording fewer actual working hours. That is different from a rise in total output, and neither figure on its own says whether errors, backlog, overtime, or workload increased.
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Calculate output per hour using a clearly defined output measure divided by actual hours worked by the relevant group during the same period. State how you handle overtime, absences, part-time schedules, and work performed by people outside the pilot team. Do not treat scheduled hours as actual hours when the two differ.
Establish a baseline and a credible comparison
- Collect repeated pre-pilot observations. Use the same metrics over multiple periods before the schedule changes so a single unusual week does not define the baseline.
- Keep the measurement method consistent. Apply the same definitions, exclusions, and time windows during the pilot.
- Separate redesign from the active schedule. If workflows or staffing change in preparation, report that phase separately from the period when the shorter schedule is in effect.
- Add a comparison where feasible. A similar team not yet adopting the change, or a defensible historical trend, can help show what might have happened without the pilot.
- Log changes that affect interpretation. Record demand, staffing, tools, policies, and work allocation as they change.
- Report participation and missing information. State who took part, survey response, take-up, attrition, and where data are missing.
A before-and-after difference is descriptive unless the design can rule out other plausible explanations. Demand may shift, a team may be staffed differently, or another operational change may occur at the same time.
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Read business results alongside employee outcomes
Operational data and employee data answer different questions. Pair production, revenue or service delivery, costs, actual hours, and overtime with recurring measures of workload, work ability, health, work-life balance, absence, and turnover. Stable output alongside rising overtime or fatigue is not evidence of a sustainable productivity improvement.
The European Commission Joint Research Centre’s 2023 working paper recommends supplementing surveys with administrative records such as revenue, average hours, resignations, new hires, and sick or personal days. It cautions that organizations may not collect the same information or use comparable performance metrics. As Hugo Cuello writes in the paper, “Self-reported surveys are an important tool for collecting data on the impact of the four-day week, but they are subject to biases and errors.”
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Look at results by role or team as well as across the organization. Different kinds of work may need different coverage arrangements and indicators; an organization-wide average can hide a team whose workload or service outcomes deteriorated.
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A short pilot may miss seasonal demand and delayed effects. Repeat the measures beyond launch and, where possible, across a representative demand cycle. Report the time window clearly and note whether effects persisted, changed, or varied between teams. Include people who left or stopped participating in the accounting where data are available, rather than presenting only the experience of those who remained.
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What reported pilot results can—and cannot—tell you
Published pilots illustrate the kinds of outcomes organizations have reported, but their figures are not guaranteed effects for other employers. Designs, populations, sectors, schedules, and measurement methods differ, so results should not be compared as though they came from one standardized test.
| Example | Reported findings | How to interpret them |
|---|---|---|
| 4 Day Week Global UK pilot, six-month trial recruited in 2022 | Provider-reported average revenue increase of 35%, attrition decrease of 57%, 55% reporting increased work ability, 92% of businesses planning to continue, and employee burnout decrease of 71%. | The provider describes preparation and academic research with Boston College, Cambridge, and Autonomy. These are provider-presented pilot results, not a controlled universal effect. Source. |
| 4 Day Week Global long-term North American pilot, baseline to 12 months after launch | Provider-reported revenue increase of 15% over the trial, employee burnout reduction of 69%, attrition decrease of 32%, and 95% of employees wanting to continue. | The provider describes participating organizations in the US, Canada, UK, and Ireland. The figures are not proof that the same outcomes will occur elsewhere. Source. |
| 4 Day Week Global Germany trial, 45 organizations | The provider says initial findings showed stable key financial indicators; it reports that 70% of participating organizations continued with some form of reduced working time in a two-year follow-up published in February 2026. | These are provider-reported findings and continuation data, not a universal causal estimate. Source. |
| Portugal pilot evaluation, 2024 | PLANAPP assessed 41 private-sector companies and more than 1,000 workers. Companies were assessed on productivity, costs, and profits; workers on wellbeing, quality of life, and physical and mental health. | The government summary is an example of evaluating both company and worker outcomes; it does not establish that results generalize across countries, sectors, or implementations. Source. |
The Joint Research Centre paper assesses pilot indicators and methodological limitations, but does not attempt a comprehensive meta-evaluation to determine the overall effectiveness of the four-day week. It characterizes existing pilot evidence as limited and indicative. Treat pilot reports as context for designing your own evaluation, not as a forecast for your organization. Read the 2023 working paper.
Report results with enough detail to be useful
For each measure, show the absolute count or rate, its time window, the participant group, and how it was calculated. Put business outcomes beside employee outcomes, and explain the comparison and important changes during the period. A concise report can follow this form, filled only with observed data:
During [period], [team] completed [output] at [quality level] while actual hours changed from [baseline] to [pilot]; [comparison] changed by [amount]. The result is descriptive because [limitation].
That format keeps the claim tied to the evidence: what was delivered, under what hours, for whom, and with what uncertainty.
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