Improving productivity through a four-day working week – a case study with Tom Wilkinson

Tom Wilkinson – Wales Productivity Forum member

Productivity is often misunderstood, frequently linked to working longer hours rather than increasing efficiency within a set timeframe. Businesses define productivity in different ways, depending on their operations. For Barcud Shared Services, where the focus is on audit and procurement, productivity was assessed based on completed work, staff efficiency, and client satisfaction.

Introducing a four-day working week

During an interview with Tom Wilkinson, Group Operations Director at Barcud Shared Services and Wales Productivity Forum member, he explained how the organisation addressed recruitment and retention challenges within the housing sector. They introduced a four-day working week pilot, allowing employees to work 80% of their usual hours while retaining full pay—provided their commitment and output remained consistent.

To measure its impact, Barcud first conducted a benchmarking exercise before launching the trial. Productivity levels in internal audit and procurement were tracked over a 12-month period, analysing the time taken to complete tasks and overall efficiency. These metrics continued to be monitored throughout the trial, ensuring accurate comparisons.

Employee satisfaction and business benefits

According to Wilkinson, the results were compelling. Productivity increased by 15%, largely due to improved time management and a shift towards more focused work. Meetings became shorter and more structured, and staff adopted a more proactive approach, such as making quick phone calls instead of engaging in lengthy email exchanges. Careful planning of work schedules ensured that business operations continued seamlessly across five days, even as employees took a designated day off.

Beyond efficiency gains, the initiative had a profound impact on staff well-being. Employees reported lower stress levels, improved work-life balance, and greater job satisfaction. Many used their extra day for personal activities, errands, or rest, resulting in higher engagement and better overall performance.

Wilkinson also highlighted that client satisfaction remained consistently high. While there was initial curiosity about how the change might affect service levels, clients ultimately observed no disruption. In fact, some have since implemented their own four-day week trials, inspired by Barcud’s approach.

Given the overwhelmingly positive results, the four-day week has now become a permanent fixture at Barcud Shared Services. Long-term data continues to show sustained productivity, along with improved staff retention and morale. Wilkinson acknowledged that challenges such as scheduling and communication required careful management, but these were addressed through transparency and collaboration.

Conclusion

This case illustrates that flexible working can play a crucial role in addressing productivity challenges. However, Wilkinson emphasised that there is no universal solution. Businesses must first define productivity within their own context before implementing strategies that enhance efficiency without compromising service quality or employee well-being. By taking this approach, organisations can create an environment that benefits both employees and the business as a whole.

• Find out more about Barcud’s approach to the four-day week in Accounting and Business Magazine.
• For more information about productivity and the four-day work week, listen to the Productivity Puzzles episode on the subject.