Source: HR Brew
Summary
Safeguard Global piloted a four-day workweek in 2023, using employee feedback to shape its workforce strategy. CEO Bjorn Reynolds said the pilot revealed issues like burnout and uneven workloads. The company shifted to a flexible schedule model, allowing employees to choose their hours and days. Performance is now measured by outcomes, not hours worked. Reynolds emphasized the importance of understanding individual contributions and key metrics. The approach aligns with broader trends advocating for outcome-based work models.
Our Reading
The numbers tell one story.
Safeguard Global tried a four-day workweek but saw burnout and uneven performance.
Employees adjusted hours to fit their needs, leading to a flexible model.
Performance is now measured by outcomes, not time spent working.
The company’s approach reflects a shift toward autonomy and accountability.
Author: Evan Null
How the Four-Day Workweek Began
Safeguard Global launched a four-day workweek pilot in 2023, aiming to improve recruitment and retention. The company’s CEO, Bjorn Reynolds, said the goal was to create a better work environment for employees. The pilot was meant to test whether a shorter workweek could lead to higher productivity and job satisfaction. However, the results were mixed, with some employees working longer hours to compensate for the reduced days.
Challenges and Adjustments
During the pilot, some employees worked extended hours Monday through Thursday, leading to burnout. Others secretly worked on Fridays, undermining the intended benefit of the four-day schedule. Some employees who followed the four-day model felt they were falling behind their peers. Reynolds noted that the arrangement wasn’t creating the culture the company wanted. The company had to rethink its approach to ensure fairness and sustainability.
Shifting to a Flexible Model
Safeguard Global moved away from a strict four-day schedule and introduced a more flexible model. Employees now have the freedom to choose their working hours and days, as long as they meet performance goals. Reynolds emphasized that the company focuses on outcomes rather than time spent at work. This shift allows employees to structure their work around personal needs while maintaining productivity. The model is designed to be adaptable to different roles and responsibilities.
Outcome-Based Performance Metrics
The company measures performance based on specific outcomes rather than hours worked. For example, a customer service representative might be evaluated on account growth, customer satisfaction, and points of failure. This approach allows managers to identify issues and have targeted conversations with employees. Reynolds said the focus is on understanding the impact of each employee’s work rather than tracking their time. This model supports both individual and team success.
Broader Trends in Work Flexibility
Safeguard Global’s approach reflects a growing trend in the corporate world toward outcome-based work models. Experts suggest that measuring performance based on results, rather than hours, can lead to greater flexibility and employee satisfaction. As more companies face pressure to adapt to remote and hybrid work, the focus on outcomes is becoming more common. Safeguard Global’s experience shows that flexibility can be effective, but it requires careful implementation and clear communication.
