Results of Germany’s Four-Day Workweek Trial: A Potential Model for the Future?

The largest four-day workweek trial in Germany has shed light on the feasibility and impact of a reduced work schedule, uncovering both positive results and notable challenges. Conducted by Berlin-based consultancy Intraprenör in collaboration with Münster University, the six-month trial involved 45 companies across various sectors, aiming to determine how working one day less per week might influence employee productivity, well-being, and organizational performance.

Understanding the Trial

The study sought to answer a critical question: Can working fewer hours without a reduction in pay maintain or even improve productivity and employee satisfaction? To gauge this, researchers conducted surveys, interviews, and physiological assessments. They also collected data on stress levels, using hair samples to measure cortisol levels, and wearable devices to track heart rate, sleep patterns, and physical activity. This comprehensive approach allowed the study to examine both quantitative and qualitative impacts of the four-day workweek on employee and company performance.

Key Findings of the Study

Productivity and Organizational Performance

The study’s findings add to a growing body of research supporting a shorter workweek. Overall, employees reported increased productivity despite the reduced hours, and company revenue and profit levels remained stable throughout the trial period. While self-reported productivity can sometimes be biased, leaders and top management confirmed these productivity gains, and employees provided qualitative insights detailing how they achieved the same output in less time.

The study also highlighted some challenges that companies faced in adapting to the new schedule. Several organizations found it challenging to sustain productivity with reduced hours, citing increased organizational demands and administrative complexity. Two large companies even dropped out of the trial early, attributing their decision to economic concerns unrelated to the study. Many participating organizations chose not to implement a full four-day workweek permanently but instead opted for reduced required working hours spread across the traditional five-day work schedule.

While 39% of companies concluded the trial with plans to maintain a reduced work schedule and 34% extended the pilot program, about 20% reverted to a five-day, 40-hour work schedule, concluding that the condensed workweek was not feasible long-term.

Employee Well-Being and Health Benefits

For employees, the four-day workweek appeared to bring a range of positive effects. Over 90% of participants reported improvements in overall well-being, although the study found less evidence of a significant change in job satisfaction. Employees perceived their physical and mental health as improved, with some noting reductions in stress levels. Smartwatch data confirmed these findings, revealing fewer “stress minutes” per day—about 13 minutes less on average—and an increase in physical activity and sleep quality. On average, employees walked more, exercised more frequently, and got more sleep with the extra day off. These changes suggest that a four-day workweek may support long-term health benefits for employees.

One of the most notable health metrics was the reduction in stress. With fewer hours and optimized workflows, employees experienced a decrease in stress levels. These reductions in daily stress could contribute to better overall health over time. Employees also reported having more time for self-care, hobbies, and social activities, further contributing to their sense of well-being.

Challenges for Employers

The trial also highlighted several obstacles that companies encountered in adapting to a four-day workweek. While reduced working hours seemed beneficial for employee health and productivity, many organizations reported increased administrative complexity and difficulty managing the schedule change. Some companies faced limitations in their flexibility to respond to unpredictable events and found it challenging to complete projects within a compressed timeline. Others mentioned that unfinished tasks and extended project timelines were direct consequences of the shortened workweek.

For some companies, these challenges translated into the need for hiring additional staff or optimizing existing processes, which came with extra costs and complexity. Around half of the participating companies implemented strategies to streamline workflows by reducing meeting frequency and length, while others adopted digital tools to boost productivity. Despite these adaptations, a few organizations found that productivity gains were overshadowed by the increased pressure to complete tasks within a limited timeframe.

Study Limitations and Future Implications

The results of this trial are promising but should be interpreted with caution. Of the 41 companies that completed the study, only about a third of participants fully implemented the four-day workweek, while others opted for variations, such as reducing work hours without eliminating a full day. Moreover, the limited number of participating companies means the results may not be representative of Germany’s broader economy, with over 3 million registered businesses. Labor market expert Enzo Weber pointed out that the companies most inclined to join the study were likely already positive about the concept, creating a potentially biased sample.

Additionally, some organizations faced logistical and financial challenges, such as increased demands on administrative processes and a need for more staff coordination. According to labor researcher Julia Backmann, although the trial was beneficial for many participants, it might not be a sustainable model for all companies, especially those in international markets or those that require consistent staffing levels.

Germany’s four-day workweek trial offers valuable insights, showing that reduced hours can benefit employee health, productivity, and even recruitment. However, the trial also revealed substantial challenges that may prevent a universal adoption of this model. The findings suggest that while a four-day workweek could enhance productivity and well-being in certain contexts, it may not be a feasible solution for every business sector or organization size.

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