The mellifluous siren song of a four-day workweek is alluring: more freedom, enhanced work-life balance, and potentially higher productivity. But can this utopian work model be successfully realized in an industry driven by tight timelines? O’Connor Company, a nationwide commercial construction firm, is developing a business plan and making it work, but not without facing significant hurdles head-on.
The top challenges of managing employees in a four-day workweek environment
In commercial construction, delays have ripple effects that can cause budget overruns and strain client relationships. Compressing five days of work into four inherently increases the risk that employees might not complete their work on time. Project timelines don’t budge because one company adopts a new schedule that can cause a multitude of issues, with bottlenecks potentially stalling projects when coordination between trades and suppliers doesn’t sync perfectly.
“Shift to a four-day workweek, and you could face collaboration challenges,” observes Clark Lowe, the company’s president and CEO. “This is especially true in an environment where each phase of construction depends on the previous one since a misalignment in schedules can mean someone is perpetually waiting for someone else to finish their part. Our teams often work on staggered schedules, further complicating the collaboration problem. When critical team members are unavailable, even for a day, it can delay the flow of essential information and get in the way of decision-making.”
On top of internal issues, clients have their own schedules and expectations, and these typically adhere to the traditional five-day workweek. Explaining why support might not be available on a Friday or why a project milestone wasn’t met can present significant communication challenges.
“Unfortunately, you’ll find that the whole business world isn’t syncing with your four-day workweek experiment,” Lowe says. “This makes aligning your clients’ expectations a top priority.”
Developing a business plan to overcome the challenges
The mantra “planning is everything” underscores O’Connor Company’s strategy. By setting clear deliverables and project milestones, this company ensures that everybody knows exactly what needs to get done and when.
“In commercial construction, planning a four-day work week isn’t just about welding and bricklaying,” says Lowe. “The shift equally impacts project management and administrative roles. We ensure each employee knows their tasks and carefully track their success.”
O’Connor Company’s strategic planning extends beyond setting goals to include mapping out resources and timelines, creating redundancy so that no single person’s absence can become a bottleneck, and prioritizing tasks for maximum impact. This meticulous planning creates a smoother workflow and minimizes downtime.
Utilizing technology effectively can bridge many gaps. Naturally, O’Connor Company takes advantage of asynchronous collaboration tools to facilitate communication, keeping projects moving by ensuring that information is available and accessible at all times. During the four-day workweek, not everyone works simultaneously, but having a central repository of project updates allows work to continue smoothly without communication lags.
O’Connor Company takes a proactive stance in managing client expectations. The company ensures that clients remain in the loop by setting benchmarks and regular check-ins and maintaining its commitment to client service, even while revolutionizing its internal work model.
“We work with clients upfront to manage expectations,” Lowe explains. “If they need support outside our hours, we make sure coverage is there. It’s all about working smarter, not longer.”
Business Development Strategy: Tips for other companies and HR leaders
The first step in transitioning to a four-day workweek is to set clear performance metrics. “Without defined goals, the experiment becomes a chaotic free-for-all,” Lowe warns. “Before diving in, outline your idea of success in terms of productivity, employee satisfaction, and client happiness.”
Lowe advises companies to start with a pilot program. “Use this initial phase to gather concrete data and employee feedback. What looks good on paper may fall apart in practice. By initially trialing the reduced workweek within a controlled environment, you can identify weaknesses and areas of improvement before a full-scale rollout.”
The experiment demands flexibility. “Not every job role can be neatly squeezed into a four-day framework,” Lowe says. “Some may need alternate arrangements, and that’s okay. Different departments or job functions might require tailored schedules. The primary goal is not just to cut down hours. It’s maximizing efficiency and keeping people engaged while still delivering results.”
According to Lowe, a four-day workweek can only succeed in an environment where trust and accountability are ingrained in the company culture. Employees need to feel empowered and trusted to manage their own schedules and outputs. Regular check-ins, transparent communication, and mutual trust are essential to making this work.
Finally, Lowe advises companies to adopt a mindset of continuous learning and improvement. “The transition won’t be flawless. Regularly gather feedback, measure outcomes, and be ready to make necessary adjustments. Keep refining your approach based on real-world data and evolving circumstances.
Moving to a four-day workweek environment is a tough transition, especially in the demanding field of commercial construction. It’s a bold move that requires meticulous planning, technological adaptation, proactive client management, and a strong culture of trust. By facing these challenges head-on, O’Connor Company is paving the way for an innovative, efficient, and employee-centric future.
As the four-day workweek continues to gain momentum across various industries, the corporate world would do well to monitor their progress and learn from their experiences.