Your Future Workplace: Intergenerational Offices, Neurodivergent Employees and Four-day Work Weeks
What can you expect as an employee of the future? Science.
Companies are using data and analysis for recruiting, compensation and performance evaluation because they believe it leads to better decisions about the people they hire and manage.
Adam Grant, a professor and organizational psychologist at the Wharton School of the University of Pennsylvania, said that he first saw this field of People Analytics unfolding at Google, where the company brought together a team of traditional human resource professionals, consultants, engineers and academics like him who studied organizational behavior to collaborate on workplace decisions. “It was amazing that they were able to take questions that used to be answered based on intuition and actually run experiments and gather data to figure out the right choices to make,” Grant said.
It was against that backdrop of building a better workplace that the Wharton People Analytics’ team, led by Wharton management professor Matthew Bidwell and executive director, Laura Zarrow, recently convened a group of leaders to discuss the latest research and practices related to employees and the future of work.
Here are a few of the hot issues and highlights from the 2024 Wharton People Analytics Conference:
The Intergenerational Workforce. Organizations now employ more generations of workers at one time than they ever have before. Professor Bidwell spoke with Jacqueline Arthur, global head of human capital at Goldman Sachs, to discuss Goldman Sachs’ approach to leading an intergenerational workforce with relatively young workers coming in right at the beginning of their careers. Highlights:
👩👩👦👦 Goldman Sachs has worked on destigmatizing mental health and creating an open dialogue in the workplace. “One of the things we’ve done is implement mental health first aider programs,” noted Arthur. “700 professionals have been trained through that program over the past couple of years…Your role [as a manager] is to understand the resources that are available to support your employee and to truly be supportive.”
👩👩👦👦 The company is implementing policies to avoid burnout. “Coming out of the pandemic, one of the things we saw in our data was that employees were not taking vacation. We all feel it’s incredibly important from a resilience perspective to have that time off to recharge,” said Arthur. “We implemented mandatory five-day consecutive vacation, which we asked managers to monitor (to gather data). Are your employees taking vacation? Are your employees taking consecutive days off?”
👩👩👦👦 GS surveys new employees to identify cultural priorities. “[We found that] 80% of our summer interns were using AI in their daily lives, and they think it’s going to have a very positive impact on society…One of the key focus areas for us is how do we leverage AI to enable our employees to be more strategic and to facilitate their roles?”
👩👩👦👦 Gen Z is forcing a generational shift in the workplace. “With Gen Z in particular, what you see is an insatiable desire for connectivity with managers,” noted Arthur. “So, what we’re really trying to do is upskill our managers to focus on giving more real-time feedback and engaging with their employees.”
Neurodiversity in the Workplace. Nat Lyckowski, global neurodiversity advancement leader at IBM, joined journalist Eric Garcia to explore how organizations can create a culture where neurodivergent employees are positioned for success. Highlights:
🧠 Neurodiversity defined (from an intro video). “Neurodiversity is the concept that there is natural variation in the human brain that leads to differences in how we think and behave…Neurodiversity can be valuable, as the differences in how our brains work allow us to come at things from different perspectives, have vastly different skill sets, and accomplish more than we could if everyone’s brain worked the same.”
🧠 Inside the data. “Looking at some of the studies, there’s now a very, very strong business case to focus on neurodivergent hiring,” noted Lyckowski. “The NIH (National Institutes of Health) found neurodivergents to have a 66% higher job loyalty [and] 32% more innovation. JP Morgan found neurodivergents to be 92% more productive, for almost no cost [to the employer].”
🧠 This return on investment requires getting beyond biases. “It’s usually a matter of opening your heart and your minds,” suggested Lyckowski. “Thinking about the bias that might be in your interview process, thinking about the bias that might be in your career-development process, and just being able to talk about these things. And…making neurodiversity be a factor of diversity, and not a deficit.”
🧠 Neurodiversity is becoming recognized as an identity factor, not a disability. “We need a lot more data because there’s still stigma,” said Lyckowski. “We now have a self-ID campaign in Workday [an online platform for employees at work] where people can hit the button and say [they] are neurodivergent and have it be separate from a disability.”
🧠 Companies are talking more about the power of neurodiversity. “There’s an organization called Disability:IN that runs a neurodiversity at work employers’ roundtable,” said Lyckowski. “Right now, there are 40 or so companies working together – IBM, Microsoft, Google and even Rising Tide Car Wash – where we’re all coming together to work on this at every different level.”
The Four-day Work Week. Yes, you heard that right! Data is flowing about the prospects of reporting to work for four days, rather than five. In fact, studies suggest that a four-day week may reduce burnout and depression. During the conference, Wharton’s Iwan Barankay sat down with Juliet Schor from Boston College to explore the topic. Highlights:
👩🏾💻 Schor and her team have been doing lots of data collection on this topic, regularly surveying employees and companies globally who are piloting four-day weeks. “Huge well-being improvements,” observed Schor. “Something like 68% of employees are registering reductions in burnout. About 40% [reduction of] stress and anxiety, fatigue reduction and sleep problems… better physical and mental health, positive on all the satisfaction questions. Negative emotions down, positive emotions up. Very, very high preference for the four-day week; over 90% among the employees.”
👩🏾💻 Her team has also been gathering data from the company operational side, which is not as rigorous thus far. “The number to pay attention to on the company side is 91%. That is the fraction of companies who continue [with a four-day week] after one year,” said Schor. “We’ve got about 9% who revert to five, so it’s working for [most of] them.”
👩🏾💻 Schor has found some of the research surprising. “One of the big findings we have from the employee data is that their self-reports of productivity soar,” she noted. “So, it’s not just that the firm is better off when its employees are better off, which everyone in this room will attest to. But [it’s] that being more productive makes the workers better off, and that’s what I didn’t expect.”
👩🏾💻 What else is the data telling us, especially about what employees are doing with that extra day off? “There are no side gigs,” observed Schor. “Especially in the U.S., no increases in second-job holding at all in any of our trials. Also, the results for the off day are similar across the globe. The biggest thing [people are doing with that extra day] is leisure hobbies, like ‘me’ time. That’s No. 1 (60% of respondents are women). No. 2 is domestic work, like housework and childcare. And No. 3 is personal grooming.”
👩🏾💻 So, are more employers likely to move to a four-day work week? “I really think [the four-day work week] needs to spread,” concluded Schor, who has been studying these types of workplace issues for decades. “Particularly as we look at the future with AI coming into the workplace in a big way, we’re going to have big productivity increases. We have to ask the question: what do we do with that productivity increase? Do we use it to give people more free time, or do we increase output? In the United States…and also in the Anglophone countries, we have not had a reduction in average working hours in many decades. There is extreme time poverty in this country — time squeeze due to a big increase in [dual-worker] households with kids. We heard from a number of people in our studies that two days is not enough; a weekend is not enough.”
Conversation Starters
What is the field of People Analytics and why is it valuable to employees and employers?
The article alludes to how Gen Z is forcing a generational shift in the workplace as younger employees demand more attention and feedback from their older managers. Would you agree with this assessment? Why the need for greater connectivity?
Overall, what do you think about these various trends influencing the future workplace? What surprises you? What excites you? What else would you like to see? Share your thoughts in the comment section of this article.
To be honest, I frowned upon the four-day work week idea when I first heard it. My main concern was a reduction in productivity. I believed the likely outcomes would be slower decision-making processes, especially in roles requiring frequent communication and teamwork, or disrupted workflow in tasks and projects that benefit from continuous progress. However, the data from the 2024 Wharton People Analytics Conference suggesting that reduced burnout and higher job satisfaction result in higher productivity presents a compelling case for rethinking traditional work structures.
What is particularly surprising about this section is the absence of negative side effects like an increase in secondary jobs and, conversely, an increase in leisure hobbies. It reminded me of an article Forbes published this year, in February, titled “The Forgotten Art Of Having Fun.” The article cites a study published in the Journal of Health Psychology that found that “participants who engaged in leisure activities were 34% less stressed and 18% less sad during the activities.”
My only remaining concern on that is about implementation. I feel that we need strong guidelines for implementing a four-day work week in order to avoid problems like extended work hours per day to try to maintain the same total weekly hours or the potential for overwork if employees feel pressured to complete the same amount of work in fewer days, leading to increased stress and a potential decrease in the quality of their work and mental health.
In the Intergenerational Workforce session of the article, the assertion that Gen Z is driving a generational shift in the workplace by demanding more attention and feedback resonates strongly with current workplace dynamics. I think this generation values continuous learning and real-time feedback, partly due to growing up in a digital age where information is instantaneous.
I think this shift will be incredibly beneficial to society as a whole. With the desire for continuous learning, Gen-Z highly values developmental opportunities. So, they will probably prefer to work at organizations that invest in their professional growth. As a result, to keep this young workforce, employers will have to offer ongoing learning opportunities, transparent career advancement paths, and a workplace culture that aligns with them. Additionally, as the most ethnically and racially diverse generation in history, Gen Z not only expects, but insists on a workplace that speaks for their values of diversity and inclusivity.
Speaking of inclusivity, as a member of Gen Z myself, it is exciting to see major companies like IBM, Microsoft, and Google actively participating in initiatives to support neurodivergent employees. This movement towards recognizing neurodiversity as an identity factor rather than a disability enables organizations to harness diverse talents and perspectives.
Apparently, the field of People Analytics collectively points towards a more flexible, inclusive, and data-driven workplace. The emphasis on mental health, the acknowledgment of neurodiversity, and the experimentation with different work schedules could lead to innovative practices that benefit both employees and employers.
Beatriz,
Your perspective on four-day work weeks has been very intriguing and thought provoking. It’s natural that a change so drastic would induce controversy and persistent query. I want to highlight your focus on the pros and cons as it seems that you lean more towards the side of approval but do showcase some apprehensions.
Without a doubt, mental health comes before anything else in the workplace. After all, the mind is the engine behind all the work that takes place. However, you eloquently voice your concerns regarding the implementation of four-day work weeks, which sparked some old knowledge within me. I do believe that the process of implementation might be a little more facile than it seems to lead on. In the early 1900’s, Henry Ford reduced his company’s operations from six days a week down to five, establishing the five-day workweek as we know it today. As Mark Twain once said, “History doesn’t repeat itself, but it often rhymes”. Now, a full century later, employers are once again considering shortening the hours they demand of their workers. In this case, considering the technology and media influence (as you stated, Gen Z) there is in the present day, the fifty to sixty year advocacy for five-day work weeks can be significantly minimized and managed in regards to four-day work weeks.
Rather than focusing on the implementation of this new work schedule, it seems more appropriate to underline what each day would entail. As you mentioned, the reality of things is that four-day work weeks consist of the same hours fit into a shorter time period. Like you, Beatriz, I am concerned that this means more work should be done in one day. This inadvertently causes forced productivity and stress, inevitably resulting in overtime. The company is then expected to provide extra compensation for the hours worked which is detrimental to the business’s profits. In other words, this method might not be the most efficient for the company or the employee.
To conclude, I agree with your perspective involving Gen Z’s virtues. It’s honestly astonishing to see how much our new generation puts the emotions of their workers above the Benjamin Franklin’s that enter their pockets. From swipes on TikTok and scrolls on Instagram, Gen Z is interesting to say the least. We might be as unserious as unserious can be, but also the most aware generation there is out there. As serious as Gen Z can get, if mournful Mondays disappear, I assume Taco Tuesdays will soon be referred to as a day of dread. If Fridays are sacrificed, Thursdays might now hold the record for the most pizza parties. Be ready for those days, I know my great grandchildren will be kicking in their wombs eager to debate three-day work weeks.
Hi Beatriz. It was wonderful reading your comment as you expand on the points in the article and provide space for further discussion. While I wholeheartedly agree with you on the necessity of guidelines for implementing the four day work week, I still share some of your initial sentiments regarding the difficulties and possible cons of a four day work week. Logistically speaking, some industries such as healthcare or food distribution may have greater difficulty than others in implementing the shortened work week as these industries require an around the clock workforce. Shifts will need to be re-evaluated, teams re-synergized, and policies re-charted. Even then, the set hours we have in a week could mean that extra personnel will need to be hired along with the integration of new organizing software, increasing company expenses.
To your point on the insistence of Gen Z for growth opportunities, the infrastructure needed to support professional development including software for training portals, seminars/webinars, and a dedicated department add to the costs. With the disruption of workflow and communication of a shortened work week, a form of professional development may even be greatly diminished: job shadowing. A sense of community and mentorships may falter which could affect productivity in the long-run.
While the boost in employee productivity and satisfaction is certainly a boon, there is a burden of revision or reconstruction of business operations from company infrastructure to management policies. Certainly, there can be economical benefits (ie. increase in employment) but I wonder how companies will assess the cost incurred compared to the potential advantages of a shortened workweek and the shift in workforce expectations.
Thank you, Diana Drake, for a fascinating exploration of the evolving workplace and the significant trends shaping its future. The insights from the 2024 Wharton People Analytics Conference highlight the profound impact of data and analysis on modern work environments.
The field of People Analytics is revolutionizing how companies manage their workforce by using data-driven approaches to inform decisions on recruiting, compensation, performance evaluation, and overall employee well-being. This analytical approach ensures that workplace strategies are based on empirical evidence rather than intuition, leading to more effective and equitable outcomes for both employees and employers. By understanding patterns and predicting trends, companies can create a more engaging, productive, and supportive work environment.
Regarding the generational shift driven by Gen Z, I completely agree with the assessment that younger employees demand more attention and feedback from their managers. Gen Z has grown up in a digital age where instant communication and feedback are the norms. This expectation naturally extends to the workplace, where they seek regular and real-time interactions with their supervisors. This desire for connectivity is not merely about seeking validation but about fostering continuous learning and growth. Gen Z values mentorship and constructive feedback, which helps them develop their skills and advance their careers.
The trends discussed in the article are both intriguing and promising. The emphasis on mental health and preventing burnout at Goldman Sachs is a critical step towards a healthier and more sustainable work environment. The initiatives to support neurodivergent employees at IBM highlight the importance of inclusivity and the immense value that diverse perspectives bring to the workplace. The concept of a four-day work week is particularly exciting, as it addresses the modern-day challenges of work-life balance and employee well-being. The positive outcomes reported in terms of reduced burnout and increased productivity are compelling arguments for more organizations to consider this model.
One aspect that surprises me is the extent to which neurodiversity is now being recognized as a valuable asset rather than a challenge to be managed. The data showing higher job loyalty and productivity among neurodivergent employees is a testament to the benefits of fostering an inclusive work environment.
What excites me the most is the potential for these trends to create more humane and effective workplaces. The integration of AI, the focus on mental health, and the shift towards more flexible work arrangements are all steps towards a future where employees can thrive both personally and professionally. I am particularly interested in seeing how AI will further enhance productivity and what additional benefits it might bring to employee satisfaction and engagement.
In conclusion, these trends indicate a promising shift towards more inclusive, supportive, and flexible work environments. As we continue to navigate the complexities of the modern workplace, it is encouraging to see data and analysis driving meaningful change. I look forward to seeing how these trends evolve and what new innovations will emerge to further improve the world of work.
As someone who will be entering the workforce in the next few years, I found the perspectives and examples regarding a data-driven future to be both fascinating and encouraging.The examples of how major companies like Goldman Sachs and IBM are using analytics to better support employee well-being and neurodiversity really stood out to me. The pandemic opened so many eyes to the importance of mental health, work-life balance, and creating inclusive cultures. It’s nice to see firms taking a quantitative, scientific approach to turn those realizations into meaningful policies and programs. The fact that they are closely studying things like burnout rates, vacation usage, manager feedback, and neurodivergent productivity is incredibly promising.
I was intrigued by the findings around the 4-day work week. The stats Juliet Schor shared about reduced stress/burnout, increased life satisfaction, and even perceived productivity gains have me legitimately excited about that possibility. Like she said, as AI drives further productivity increases, we’ll face a fundamental societal choice about whether to just produce more output or to improve our quality of life. As a person looking ahead, I desperately hope we can start moving towards that elusive better work-life balance.
Overall, reading about these analytics-driven efforts to create healthier, more sustainable ways of working gave me a real sense of optimism. The future of work seems to be headed towards being more human-centric in really rational, quantified ways.
Hello Brian,
I enjoyed reading your comment on the benefits of the four-day workweek to support employees’ mental health. It’s important for companies to prioritize their employees to reduce stress and burnout while increasing productivity with healthier employees. People who are healthier and happier work better, creating a win-win situation for the company and employees.
While a shorter workweek can indeed offer benefits, the underlying causes of burnout suggest that additional factors are at play. According to the Centers for Disease Control (CDC), burnout rates have soared from 32% in 2018 to 46% in 2022 among workers. The majority of workers are working the same amount of time each week as they did before, yet the burnout rate has spiked from only four years ago. With such a drastic change in burnout rates, there must be another factor apart from working too many hours.
Self-help guru and New York Times bestselling author Mark Manson suggests that the spike in burnout is caused by a mental overload. According to Mark Manson, burnout isn’t caused by working additional hours; in fact, people now are working less than they did decades ago, yet burnout rates have soared. The overload of tasks that occupy mental space, as there are more things to worry about in the modern world, causes burnout for many employees. Back then, people were focused solely on the task at hand instead of being bombarded with a range of tasks. Tedious tasks in companies can be reduced with better management and project timelines, and this would benefit employees more than a four-day workweek.
Mental overload which causes employees to be overwhelmed in their jobs can be largely attributed to a poor workspace atmosphere. Companies should strive to create better working conditions and management strategies to ensure employees are not overwhelmed instead of simply shortening their workweek. By creating a better working environment and improving task delegation, the company will do employees a great favor. A four-day workweek will only put a band-aid on the underlying wound. To solve the problem, the company must provide a wonderful working environment to minimize burnout, and in turn, boost productivity.
Overall, I agree with Brian’s insight that companies are using a more human-centric approach to work. I believe that it’s essential for employers to take care of their employees. However, the four-day workweek is not a solution to burnout and excessive stress, it’s merely a temporary fix that will fail in the long run if the underlying work conditions do not improve. Nevertheless, it’s heartening to see companies taking care of their workers, and I’m hopeful that better working conditions will be achieved with the joint effort of employers and employees.
The field of people analytics is new to me, yet this article provides a comprehensive overview that motivates me to explore further. Analyzing performance evaluations and promoting employee well-being is crucial for fostering an inspiring and productive work environment. For instance, implementing mandatory consecutive five-day vacations is a timely idea, given the growing immersion in work that often goes unnoticed. Vacations offer more than leisure; they can enhance creativity, productivity, and future work performance.
I also find the concept of neurodiversity intriguing. Individuals with neurodiverse traits can leverage their unique perspectives by collaborating within teams, sparking innovation and new ideas.
Advocating for a four-day workweek is another initiative more companies should adopt. By maintaining task expectations while condensing work into four days, employers can potentially increase overall workforce productivity.
I was intrigued by and liked the idea of a four-day work week, as a five-day school week has been too much for me for the past 11 years, which was why I clicked on this article! After reading the article, I like the idea of it even more!!! The evidence in favor of a four-day workweek is strong. Juliet Schor of Boston College, who has done a great deal of study on this subject, says that workers who participate in four-day work weeks report considerable increases in their level of wellbeing. 68% of workers report feeling less burned out, and their levels of worry, anxiety, and exhaustion have all significantly decreased. Furthermore, there are gains in both mental and physical health, which raises job satisfaction and elevates mood. First Kill!
From a company perspective, the implementation of a four-day work week has been overwhelmingly positive. Schor notes that 91% of companies that trial the four-day week continue with it after one year, indicating its feasibility and success. This shift not only benefits employees but also enhances productivity, making it a win-win scenario for both parties. Employees report higher productivity levels, which correlates with their improved well-being, suggesting that a well-rested and satisfied workforce is more effective. Double Kill!
The prospect of a four-day work week excites me. The idea of reducing the work week from five days to four while maintaining productivity and enhancing well-being is both revolutionary and appealing, it’d be such a game changer.
Moving on, another critical topic discussed at the conference is the intergenerational workforce. With more generations working together than ever before, organizations must navigate the diverse needs and expectations of their employees. Jacqueline Arthur, global head of human capital at Goldman Sachs, highlights the importance of mental health and avoiding burnout. Goldman Sachs has implemented mental health first aider programs and mandatory consecutive vacation days to ensure employees take time off to recharge. These initiatives are crucial in maintaining a resilient and motivated workforce. Furthermore, the integration of technology, particularly AI, is transforming the workplace. Goldman Sachs’ survey of new employees revealed that 80% of summer interns use AI in their daily lives and believe it will positively impact society. Leveraging AI to enhance strategic roles and facilitate tasks is a key focus for the company, reflecting the broader trend of digital transformation in the workplace.
This is also very exciting because then employees will be able to thrive better in the workplace as well as in their personal lives. This makes me fear going into the workplace less as I’m getting closer to entering it in the next few years.
The four-day work week and the intergenerational workforce, both are contributing to a more inclusive, productive, and satisfying workplace. The excitement surrounding these developments is palpable, as they promise to create a future where employees are happier, healthier, and more engaged. As these trends continue to evolve, they hold the potential to reshape the workplace in ways that benefit everyone.
A new generation of youths leads to a new generation of work culture. As firms and companies begin to grow and understand how work culture and workload have changed in the past two decades, necessary changes should be made to incorporate the many frustrations the workforce faces.
As Jacqueline Arthur and Nat Lyckowski outline, understanding the workforce and its demands is crucial in a modern economy. What I find most fascinating is these shifts occurring in the financial sector – an industry notorious for being ruthless with employees. JPMorgan and Goldman have both recognize the importance of rest, mental health, and appropriate care towards productivity – leap that any Wall Street aspirant had only dreamed about. However, I am curious if such a shift would be sector-wide or if only firms shifting towards an engineering-led background adopt such practices.
Though, I must confess that I strongly stand against the 4-day work week. We had a similar discussion on this in our Global Perspectives course last year, attempting to understand how sudden shifts in current routines affect productivity. A 4-day work week simply cannot as productive as a 5-day work week, irrespective of the rest and increased productivity you may gain. The alternative would work being carried over to your home, being forced to work throughout the weekend instead of ‘clocking out’. I understand the intention of attempting to help resolve youth burnout, however, the industries in which these 4-day week companies are operating should be considered. Only certain industries can function this way.
As management begins to understand and implement the usage of AI and efficiency boosters, it looks at increasing productivity holistically and not allowing paid employees to have more free time. People don’t get paid for free time, with drastic cuts in paychecks likely following suit.
“There’s no rose without a thorn.” With a greater focus on mental health and well-being, we should not get carried away and reduce productivity. We should take advantage of these shifts to increase productivity. We must strive to achieve more with the new cards in our hands.
Sanjay, I want to start off by applauding you for the courage you displayed through your comment. I think that changes in our work culture has the power to affect the well-being of the work population and the economy, and ultimately drives the future direction of mankind. Therefore, in discussing these influential changes, nuanced perspectives like yours provides a basis for prudent choices. However, I’d like to evaluate and respond to some of the claims in your opposition to 4-day work weeks.
I’d like to start off by addressing the general backstory behind the establishment of 5-day work weeks. Following the Industrial Revolution in the 19th century, the general standard for most industries was 80-100 hour work weeks (which equates to 6 days of labor per week). However, in 1926, Henry Ford introduced a system that severely deviated from this norm: 5 day work weeks with an equivalent pay as the former. This practice rapidly gained popularity as it enhanced productivity and loyalty among workers, despite the reduction of work time that resulted. Evidently, more work hours do not equal higher productivity; in fact, upon further research, it was found that workers in wealthier countries work fewer hours than those in poorer countries, according to an article by Andrew Schein. While the implementation of 4 day work-days may come at the expense of productivity at first, I strongly believe that in consideration of the long run, the benefits of regular breaks will outweigh the initial downsides, as history has proved. We simply cannot associate work hours as the only factor that affect productivity, as you asserted in your comment.
In a recent CNBC article, Lorie Konish addresses a study where around 2000 adults in the workforce were surveyed. The study revealed that 81% of these workers held a strong preference for a 4 day work week over a 5 day week. This is an unignorable number. Majority of these participants were willing to divert from their current careers or work for longer hours just to secure an extra day of rest. Their willingness to sacrifice such important factors of their work lives should be a wakeup call that shows us how deprived of rest our current workforce is. A firm prioritizing the mental and physical well-being of laborers is nothing short of a long-term investment in its human capital. As both of us are still students who have the privilege of getting regular breaks throughout the school year, it is immensely difficult for us to get a sense of the impact that 4-day work weeks will make for workers. Sanjay, I’d like you to imagine yourself in the shoes of an adult working five consecutive days every week for 40 years with barely any break to spare. An average worker in the U.S. gets 11 days of vacation every year. Just 1 more day of rest in a week amounts to 50 more days of rest in a year, truly enough to change peoples’ lives and give them time to recharge.
As professor Juliet Schor’s research suggests, 4-day weeks in certain groups have shown significant reductions in anxiety and fatigue. Productivity is a factor that will naturally follow adequate rest, but it is also a factor that will slowly deteriorate if the workers are drained. Since good output is heavily dependent on a healthy mindset, it would be more productive for workers to work at full capacity for a shorter length of time while fully recharged rather than forcing their ways through 5 days of grueling work time. 4 day weeks are a way we can all improve both mentally and physically as a society.
However, we cannot ignore the 19% of the people who oppose the idea of 4 day weeks. As you mentioned, the universal implementation of this system may upset some people due to lowered incomes and other undesirable factors. For this reason, I think it would be best to keep the options open for people to choose their work schedules. If people want to work 5 days, then they should be able to do so freely. If others want to sacrifice some of their work and invest more time into their mental well-being, that should certainly be permitted as well. I know this type of system will likely take years to develop, but I believe by putting both perspectives into consideration, we can achieve a more idealistic and cohesive work environment for everyone.
Sanjay, thank you for your thought-provoking insight into modern work culture. I hope my arguments can inspire further discussion for our soon-to-be working generation.
The article introduces all the positive changes that companies and businesses are initiating in order to maximize the outcomes that each worker can bring to the table. From baby boomers to Generation X, our workplace has truly become an epitome of diversity, and taking each generation’s various upbringings into account can be a secret ingredient to fostering smooth human interactions.
Baby boomers were raised by parents who sacrificed themselves for their children’s quality education and promising future. Generation X observed their parents coming home late from work, learning to spend their time independently, and viewing commitment to a company as the right path. Generation MZ has parents who value happiness and are sensitive to their children’s opinions, which has led them to align their values closely with their work.
Unlike baby boomers or Generation X, who value education and secure jobs, Gen MZ has grown in the Internet era and is exposed to globalization. They are sensitive to change and value their unique views. Gen MZ is not appealed to by authoritative pressure but rather by open discussion or direct messages, even in workplaces. Given these generational differences, it makes sense that businesses insightfully incorporate and implement different approaches tailored to the needs and priorities of each generation rather than forcing the company’s traditions and goals. A global company Samsung has even introduced a diverse lunch menu that pleases the Gen MZ employees’ tastes. After all, companies have their best interests in bringing the maximum potential of their employees by aligning with each generation’s social codes.
In the same context, exploring the pool of neurodivergent people and giving them the opportunities they deserve will become a much-awaited breakthrough in our society. Despite Section 504, which guarantees equal employment opportunities for people with disabilities, neurodivergent people have remained on the borderline whether their uniqueness is recognized as disabilities or not. Just because they do not fit the mainstream work environment, they were easily excluded from employment that could actually utilize their superior cognitive facts. It is a critical step towards establishing an inclusive society, from embracing different generations in the same work environment to recognizing gems in the pool and providing what they can excel in the right direction for businesses as they change their culture from rigid standards to optimizing the work for employers. I’m looking forward to seeing companies expand their employment field, including rare people once filtered as oddballs and turning them into irreplaceable, valuable assets.
Lastly, four-day workdays can boost employee morale and fundamentally transform and rebound deadlock birthrates worldwide, mainly for Southeast Asian countries and OECD countries. As of 2024, China’s birth rate is 1.45, while Singapore’s and Hong Kong’s are 0.97 and 1.23, respectively. Taiwan’s record low birth rate of 1.25 births per woman in 2024 exemplifies a broader demographic decline. South Korea is projected to have the world’s lowest fertility rate at 0.67. This unprecedented decline jeopardizes the long-term viability of these nations, with South Korea potentially facing demographic extinction, reaching the “dead cross” point—where deaths exceed births—earlier than anticipated.
What has faltered the dream of parenthood is that many workplaces in the aforementioned countries do not welcome their employees having children and taking paid parental leave. Returning to work after giving birth to a child is not easy, especially in a highly competitive work environment. Many of those countries have offered financial subsidies to alleviate low birth rates. However, it turned out that throwing money into a complex problem failed to rebound the ever-plummeting birth rates. Four-day workdays seem like a brilliant plan for youths who deserve to start a family and enjoy secure parenthood.
However, in executing a four-day workday, certain conditions must be considered to ensure the stability of the worker’s livelihood. First, the reduced number of work days should not be reduced paycheck because otherwise, it becomes a forceful day off, and people may start looking for a second job. Or, employees should not hunker down in the office late at night to finish the fifth day’s work across four days because then, it feels like punishment. Instead, AI can fill in and boost productivity. Employees can utilize various tools to advance their work efficiency to the same rate as the 5-day work week. The AI industry will make the 4-day work week possible without harming either employees or businesses. This change will be an excellent step for companies and businesses to cater their management to an employee-friendly environment, valuing the well-being of their employees as their priority.
As more changes are brought in the business world, companies are initiating various attempts to maximize each worker’s capacity. From Gen X to Gen Z working in the same workplace, our workplaces have become much more diversified. Businesses began expanding their employment field—hiring neurodivergent people who were once filtered as oddballs, and turning them into irreplaceable assets. Moreover, companies are discussing whether to implement a four-day work week. This article shows that companies are carrying out actions toward diversifying skills and building connections between employees and managers. I am excited to see businesses making shifts in their approach to having intergenerational offices and neurodivergent employees.
This article indicates that the businesses in the future will focus on diversifying and harmonizing the employees, which will reinforce the connectedness. As such, diversity will strengthen future businesses as it will drive creativity and innovation and increase work productivity.
A five-day workweek is no longer the ideal work structure for today’s increasing advancements in technology and workforce. The majority of people who give up their parenthood are because of a lack of time. From an additional 24 hours, people will feel a sense of liberation as they secure more time. A four-day work week gives me a sense of hope for our future society as it will increase the declining birth rate around the world, particularly in countries in east Asia and OECD countries—working hours and birth rates are correlated. I am excited to see positive changes that these implements bring to our world.
Living in Korea, a conservative community, for the past 16 years, I have been restrained by the orthodox decorums of Korea expected from everyone for a prolonged time period, even when the world is initiating workplace innovations. While other countries prosper in working communities through metacognition and outside-of-the-box thinkers, we, Koreans, have been persisting on impractical working standards including working overtime and gender pay gaps. Thus, these new breakthroughs of workplaces introduced in the article brought my vision for future workplaces to another level.
Aspects of each generation have changed over decades, and Generation Z, especially, has been thriving in opening up new opportunities and incorporating globalisation into its workforce. I remember when AI was intensely judged by people, considered human replacers in workplaces. However, look at where it is now. AI has become the workplace’s primary companion for people of all ages. As stated in the intergenerational workforce, intergenerational workers have got to espouse the use of AI in order to facilitate the workloads of employees, which became a point of contact. Although some may state the intergenerational working system is proposing unnecessary ideas, they are coming to play action in the future, a further open-minded working environment.
The idea of a four-day workweek has long been controversial, both globally and especially in Southeastern Asia. I believe that it makes a significant turning point once implemented that will truly support work-life balance, while liberating people from lion shares of work. This may allow people time to refresh their life and give thought to their work in fresh perspectives.
As stated in the article, domestic work ranked second in what employees do in the extra day along with leisure activities, placing first with 60%. As such, in a four day work week system, people can spend time solely on themselves, exposed to unique life experiences that become the inspirations for innovations and creations. It says that more than 90 percent of breakthroughs are inspired when people find problems in ordinary daily lives and bring them attention en masse as businesses suggest solutions. When the traditional five day work system provided people with barely enough time for recharge, how could we expect innovation? According to the “Asia Economy”, countries that are implementing the four work week solution, such as Japan and European nations, commented that it allowed them to receive proper medical checkups, work on self development, and spend time parenting. The working conditions that exist in Korea today not only intrudes working hours but also affects workers’ health conditions.
When I first noticed the word “neurodiversity,” I thought it referred to the diversity of thinking. However, after some research and understanding of the article, I noticed that being “different” from others is often misconceived as a disability when it actually represents unique characteristics that one incorporates. People with neurodiversity view the world uniquely from a fresh perspective that no “neurotypical” ones can, which makes this homogenous society diverse. They bring up luring solutions no one has thought about. Unfortunately, some view the aspect of neurodiversity as a foible due to their lack of interactive communication skills and socialization with other employees. The concerns are acceptable since they stand out among the homogenous population as oddballs. However, everyone must understand the aspects of neurodiversity as a diversity rather than a difference. They are innovative in their own right, processing this world in unique ways that “typical” ones can’t. I was glad that the shadows cast over neurodivergent people for too many years are now finally changing into a spotlight.
Imagine a workplace where flexible schedules and neurodiversity are not just accepted but celebrated—this vision of the future resonates deeply with my own experiences. During my time at the NYU Weekend Workshop program, the emphasis on data analytics and machine learning in both coursework and real-world applications highlighted the growing importance of data-driven decision-making. This shift towards an analytical approach is something I see mirrored in the article’s focus on modern management practices.
One particular aspect of the article that struck me was the segment on neurodiversity in the workplace. As someone with minor ADHD, I’ve often faced challenges in traditional work and study environments. For example, I often get distracted with other tasks when I sit down to start my assignments. Many times, I get distracted and have to rush to finish my work before the deadline. I assume that this is prevalent for people around my age as well, as more kids get distracted with there phones and such. Therefore, the conventional nine-to-five schedule doesn’t always accommodate different working styles, and I’ve found myself struggling to maintain productivity within these rigid structures. Reflecting on my personal journey, a flexible schedule has been crucial in managing my ADHD and enhancing my overall performance. This is why IBM and Google’s efforts to create an inclusive culture for neurodivergent employees are so inspiring. Recognizing and valuing neurodiversity can unlock new levels of creativity and productivity, and it’s heartening to see major companies leading the way in this regard.
The conversation around the four-day work week and its potential benefits further underscores the need for more adaptable work environments. The data showing improvements in well-being, productivity, and job satisfaction align with my experiences managing a packed schedule as a student. Juggling coursework, personal interests, side projects, and extracurricular activities often leaves little room for rest and recuperation. The idea of a more balanced work-life structure, where productivity is maintained or even boosted through a four-day work week, is incredibly appealing. It’s a reminder that as we innovate and evolve in our careers, we should strive to create spaces that nurture our well-being and foster long-term success.
My experiences at DataDog, where my cousin works, illustrate the importance of these concepts in practice. Observing how different generations within the company interact, it’s clear that initiatives supporting mental health and preventing burnout can significantly enhance productivity. Balancing the fresh perspectives of younger employees with the experience of older members is key to creating a dynamic and effective workforce. As companies like Goldman Sachs implement policies to support this balance, it’s evident that the future workplace will be one that values both data-driven decisions and the diverse needs of its employees.
In conclusion, the article highlights important trends that are shaping the future of work. By focusing on flexible schedules, neurodiversity, and intergenerational dynamics, we can create more inclusive and productive environments. My personal experiences reinforce the value of these trends, and I am excited to see how they will continue to transform the workplace for the better.
The four-day workweek is a pretty exciting idea that could really boost how happy and productive employees are. This concept is in need of a smooth transition, as it derails the traditional corporate workweek, even though the change is for the better. To elevate the concept, we need to get creative with its implementation. One creative way to do this is by shifting to a task-based work structure. Instead of just watching the clock, we focus on getting specific projects done. From personal experience, tracking the clock may have unintended consequences such as decreased productivity, increased agitation, and increased distraction. In a task-based work structure, people can manage their time in a way that works best for them, focusing on results rather than just clocking in hours.
By undertaking this concept, we need to clearly define what tasks are essential. This means sitting down with teams and figuring out what are the major tasks for the project. It’s not just about listing every little thing people do, but identifying the key tasks and responsibilities that will get the results. This also incorporates the increased connection and engagement with managers that Gen Z appreciates.
Once we’ve got that nailed down, we can start setting clear goals and deadlines for these tasks. This is where it gets interesting: instead of saying “work on this for 8 hours,” we’re saying “get this task done by Thursday.” It gives employees more creativity and control over how they use their time. Structured independence can lead to better results.
To make this work, we need to trust our employees more, which means giving them the freedom to manage their own schedules. Some might prefer to work 2 long intense days, while others might spread it out over the week. The key is focusing on results, not hours spent at a desk. This also helps neurodivergent people express creative thinking into how they get tasks done, while still being productive. Managers can check up on employees, without sacrificing independence, through platforms like Slack or Monday that can integrate calendar features. It’s a great way for teams to share ideas, ask for input, and keep everyone in the loop. You could set up channels for specific projects or topics, making it super easy for people to collaborate and share updates. If employees ever have concerns with their schedules or would like feedback on their management / productivity, they can always feel connected to their managers. As someone who uses Slack profusely, I highly appreciate Slack because it helps me organize amongst different teams and allows me to stay connected with both individuals and groups. For the Gen Zs or neurodivergents who need constructive criticism, feedback, or tutorials, Slack offers the perfect platform to stay connected professionally.
And here’s a fun twist – why not add a rewards system for giving feedback? It’s like turning work into a game. Employees could earn points for sharing their thoughts, participating in discussions, or coming up with new ideas. These points could be traded in for cool stuff like gift cards, extra time off, or fun team activities. It’s a great way to get everyone involved and show that their input really matters. Here’s where People Analytics comes in handy. By tracking how often people are giving feedback through Slack and what kind of feedback they’re sharing, we can spot patterns and figure out what’s working well and what needs a boost. Plus, the data from our rewards system can show us which types of feedback employees really value and which ones are making the biggest difference in how well people are doing their jobs and how happy they are at work.
We can also use the task-based approach to cut down on unnecessary work. If a task doesn’t contribute to the main goals, maybe it’s time to reevaluate whether it’s needed at all. This can help everyone focus on what’s truly important. Dedicating time to evaluate work may increase productivity and compensate for a lost day.
By focusing on tasks and outcomes rather than hours, we’re not just making the four-day workweek possible – we’re potentially making work more engaging and productive. It’s about working smarter, not just shorter.
By mixing these ideas together – the four-day week, task-based work, using Slack, and the rewards system – and using data to keep improving, we’re not just making work more flexible: we’re creating a place where people actually want to contribute and feel good about what they’re doing. It’s all about working smarter, not just shorter, and making sure everyone feels like they’re part of the team.