Measure a four-day workweek by comparing a defined set of work outcomes before and during the shorter schedule—not by counting days or relying on a single productivity score. Track total output and output per actual hour separately, alongside quality, deadlines, service or business results, and employee workload. That combination can show whether a team delivered effectively in fewer hours and whether the arrangement is sustainable.
Define what productivity means for each team
Start with the work the team is expected to complete. Select a small number of indicators that reflect finished, accepted work; the right unit varies by role. Examples include cases resolved, deliverables accepted, projects reaching milestones, or customer requests answered.
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Pair volume with quality and reliability. A higher count is not a gain if errors, rework, missed deadlines, or customer outcomes worsen—or if work is simply shifted to colleagues.
- Output: completed units, accepted deliverables, cases resolved, or milestones achieved.
- Quality: defects, error or rework rates, first-pass acceptance, and customer or service outcomes.
- Timeliness and reliability: deadlines met, turnaround and response times, backlog, and service coverage.
For each measure, write down its definition, time window, denominator, exclusions, and data source. Use existing company data when it validly measures the work. Avoid changing definitions between the baseline and pilot.
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Keep total output separate from output per hour
Track both the amount delivered and the rate of delivery. Calculate output per actual hour as the defined output divided by hours actually worked over the same period. Include overtime and work performed outside the scheduled week; scheduled hours alone can conceal workload that has spilled into evenings or days off.
| Measure | What it tells you | What it cannot tell you alone |
|---|---|---|
| Total output | Whether the team delivered a similar, greater, or smaller amount over the period. | Whether the work took fewer hours, met the same quality bar, or was sustainable. |
| Output per actual hour | How much defined output was produced for each hour worked. | Whether total service capacity was adequate or employees experienced acceptable workload. |
| Quality and timeliness | Whether the work met standards and arrived when needed. | Whether business outcomes or employee wellbeing were maintained. |
If output stays stable while actual hours fall, output per hour has risen by definition. That observation does not establish that quality stayed constant or that the workload is sustainable. Read the measures together.
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Set a baseline and choose a credible comparison
Collect repeated observations before the schedule changes, then repeat the same measures during the pilot. Multiple baseline points help distinguish an unusual week from a broader trend. Keep any preparation or work-redesign phase separate from the period when the shorter schedule is active.
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Record what is being tested, because “four-day week” can describe different arrangements. Document weekly hours, pay treatment, participating roles, coverage arrangements, and whether the schedule uses four shorter or longer days. Compare actual hours, not just the label.
Use a balanced scorecard
Choose only indicators that answer a real operating question, and pair operational outcomes with employee and resource measures. Not every organization needs every item below; select those that fit the work and can be measured consistently.
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- Resources and cost: actual hours, overtime, staffing, costs, and revenue or value added where meaningful.
- People and sustainability: absence, resignations, hiring, workload, fatigue, work ability, health, and work-life balance.
- External context: customer demand, incoming workload, seasonal variation, and service requirements.
Alongside the results, report staffing and demand changes, survey response, participation, take-up, attrition, and missing data. These details matter: a result based on a subset of workers or a changed workload may not describe the whole organization’s experience.
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Show absolute counts or rates, the period measured, the participant group, and how each measure was calculated. Put business or service outcomes beside employee outcomes rather than treating either as a substitute for the other. Follow the pilot beyond launch where possible; a short observation window may miss seasonal demand or delayed effects. Examine variation by team and role, since coverage and work patterns may differ.
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Self-reports are useful for workload and wellbeing, but should not be the only evidence. The European Commission Joint Research Centre’s 2023 working paper recommends supplementing employee surveys with administrative records such as revenue, average hours, resignations, new hires, and sick or personal days. It also notes that organizations may not collect the same information or use comparable performance measures. The paper assesses pilot evidence and its methodological limits; it is not a comprehensive evaluation establishing the overall effectiveness of the four-day week. Read the JRC paper, Assessing the Validity of Four-day Week Pilots.
One concise reporting format is: “During [period], [team] completed [defined output] at [quality level] while actual hours changed from [baseline] to [pilot]; [comparison group or trend] changed by [amount]. This is descriptive because [specific limitation].” Use observed company data to fill it in, and state limitations such as a short period, changing demand, or incomplete participation rather than implying a causal finding the design cannot support.
What published pilot figures can—and cannot—show
Published pilots offer examples of outcomes organizations have reported, not guaranteed effects for another employer. Their populations, designs, timeframes, and measures differ, so the figures below should not be treated as directly comparable or as proof that the schedule caused the reported changes.
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|---|---|---|
| 4 Day Week Global UK pilot; recruited in 2022, with a six-month trial | 35% average increase in revenue; 57% decrease in attrition; 55% reported an increase in work ability; 92% of businesses planned to continue; 71% decrease in employee burnout. | These are provider-presented pilot results. The provider describes preparation and academic research with Boston College, Cambridge, and Autonomy. UK results. |
| 4 Day Week Global long-term North American pilot; baseline to 12 months after launch, including organizations in the US, Canada, UK, and Ireland | 15% increase in revenue over the trial; 69% reduction in employee burnout; 32% decrease in attrition; 95% of employees wanted to continue. | These are provider-reported results across the named participating organizations. Long-term pilot report. |
| 4 Day Week Global Germany trial; 45 organizations | The provider reported stable key financial indicators in initial findings and said 70% of participating organizations continued with some form of reduced working time in a two-year follow-up published in February 2026. | Continued reduced working time is not the same measure as productivity. The figures are provider-reported. Germany trial results. |
| PLANAPP Portugal pilot evaluation, 2024 | 41 private-sector companies and more than 1,000 workers were included. | The government summary says company assessment covered productivity, costs, and profits; worker assessment covered wellbeing, quality of life, and physical and mental health. The summary does not establish that results generalize to other settings. Portugal pilot evaluation. |
The JRC cautions that “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.” Treat survey findings as one part of the evidence, and interpret pilot results in light of the measures, comparison, timeframe, and participant group actually reported.
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