In an article by The Straits Times yesterday (September 24, 2024), nearly 70% of Singaporean employers indicated that they view the four-day work week as a feasible concept.
This places Singapore roughly in the middle of the 11 Asian markets surveyed by recruitment firm Robert Walters, highlighting the growing interest in flexible work arrangements across the region.
The findings, however, reveal mixed reactions from employers and employees, reflecting broader hesitations and enthusiasm surrounding this work model.
Poll Result: A Balancing Act
The results from the survey paint an interesting picture. While 69% of employers in Singapore believe a four-day work week is feasible, only 18% have plans to implement such a system in the next two years.
Employees, on the other hand, are much more optimistic, with 93% expressing a desire for a trial period to assess its viability.
This enthusiasm for a shorter work week among employees is largely driven by the perceived improvements in work-life balance, as many workers feel that reducing the number of workdays would give them more time to focus on family and personal interests.
However, for employers, the perceived benefits are tempered by concerns about implementation challenges, particularly in a highly competitive market like Singapore, where productivity and operational efficiency are key.
Singapore in the Context of Asia
Singapore’s stance on the four-day work week aligns with several other countries in the region, though it lags behind some Southeast Asian neighbours in terms of employer commitment to change.
According to the same survey, Malaysia leads the way with 79% of employers finding the four-day work week feasible, followed closely by Thailand at 77% and the Philippines at 75%. At the lower end of the spectrum, Japan and Vietnam showed more scepticism, with 56% and 54% of employers respectively supporting the idea.
This variety of responses across Asia reflects the diversity of business environments and work cultures within the region. Countries like Malaysia, Thailand, and the Philippines, where employee-centric policies are gaining ground, are more willing to experiment with new work models. By contrast, highly industrialised nations like Japan, with rigid work traditions, remain more hesitant to embrace such a dramatic change.
Lessons from Global Trials
Globally, the four-day work week is no longer a far-fetched idea but one that has been tested in several countries. Large-scale trials in the UK and Belgium, for instance, have offered a glimpse into the potential benefits and challenges of this work model.
In the UK, a six-month pilot involving 61 organisations in 2022 revealed mixed outcomes. While many employers found that shorter work weeks led to improved employee satisfaction and well-being, others reported difficulties in managing the compressed schedules without sacrificing customer service or operational efficiency. The result? About half of the participating organisations decided to make the shift permanent, while the others returned to the five-day work week model.
Belgium, on the other hand, has implemented a different version of the four-day work week. Since 2022, employees in Belgium have been able to work four longer days instead of five, without a reduction in pay. This approach provides the flexibility employees want, but for certain industries where customer service and operational continuity are critical, implementing a full four-day week remains more difficult.
These examples show that while a four-day work week is possible, it requires careful planning, clear communication, and, most importantly, an understanding of industry-specific demands.
Why Are Singaporean Employers Hesitant?
The hesitation among Singaporean employers to fully commit to a four-day work week may stem from several key concerns. According to Aslam Sardar, Chief Executive of the Institute for Human Resource Professionals (IHRP), Singapore’s competitive business environment plays a crucial role in the cautious approach. Many employers worry about the potential impact on productivity and the challenge of maintaining operational continuity with fewer workdays.
For industries that rely on customer-facing roles or require 24/7 availability, the idea of compressing workdays poses a significant challenge. Moreover, shifting to a shorter work week may require significant changes to organisational culture, processes, and even technology.
To mitigate these concerns, Singaporean businesses may need to explore new ways to streamline operations, such as digitisation, automation, and job redesign. By investing in these strategies, companies can ensure that work efficiency is maintained while employees benefit from a more flexible work model.
Flexible Work as a Middle Ground
Though a full four-day work week may still be a long way off for many Singaporean businesses, flexible work arrangements are gradually becoming more common. Starting in December 2024, employers in Singapore will be legally required to consider formal requests for flexible work under the Tripartite Guidelines on Flexible Work Arrangement Requests. This framework offers a middle ground for businesses that may be hesitant to implement a four-day work week but are open to other forms of flexibility, such as remote work, staggered hours, or part-time arrangements.
Some employers have already started offering more flexible hours on Fridays or adopting a 4½-day work week as an alternative. These arrangements allow businesses to test the waters of a reduced work schedule without fully committing to a four-day model. For employees, it represents a step in the right direction, even if it doesn’t fully meet their desire for extended weekends.
Could the 4-Day Work Week Work in Singapore?
As the four-day work week continues to gain traction in other parts of the world, Singaporean businesses will likely face increasing pressure from employees to explore this model. The Robert Walters survey shows that while employers are open to the idea, the actual implementation remains complex, requiring businesses to balance the needs of their operations with the demands of their workforce.
To make the transition to a four-day work week successful, companies will need to focus on strategic planning, ensuring they have the necessary tools and processes in place to manage workloads effectively. Factors such as industry type, company size, and customer expectations will all play a role in determining whether a shorter work week is feasible.
In the coming years, as more organisations globally experiment with the four-day work week, Singapore may see increased interest and adoption. For now, the debate will likely continue, with businesses cautiously assessing whether the benefits of a shorter workweek truly outweigh the challenges.
For more insights, read The Straits Times article here.
