Compressed hour models (35 h over 4 days)

Good Practice

Working Time

Compressed hour models (35 h over 4 days)

A major working time reform implemented on 1st January 2024, offering eligible municipal staff the possibility of working 35 hours over four longer days (without compensatory rest days), to improve work-life balance and quality of life at work.

Strasbourg City Council

France

Local policy

POLICY OBJECTIVE

To propose an innovative work model that meets staff’s new expectations while maintaining the quality of public service.
To allow experimentation on a population with the widest possible variety of professions, particularly those not eligible for remote work.
To offer part-time staff the possibility of returning to full-time work and receiving their full remuneration without losing the benefit of their weekly rest day.
To improve the quality of life at work and the work-life balance.

CONTEXT

The policy was initiated to respond to new staff expectations regarding work organisation. It starts from the foundation of a high workload and seeks to use the new model as a form of recognition for particularly committed staff, helping to prevent burnout.

POLICY DESCRIPTION

The 4-day work week is one of four new work cycles offered to eligible staff as part of a major working time reform implemented on 1st January 2024.

Formula: 35 hours per week over 4 days (with no compensatory leave).
Daily Work: The day is longer than 8 hours and 45 minutes, with one fixed rest day.
Management: The scheme is based on trust, responsibility of staff, motivation, and collective intelligence. It is used as a management tool to recognise staff and prevent professional exhaustion.

KEY ASPECTS

Targeting Diverse Roles: The experiment was deliberately opened to varied roles, including those that are not eligible for remote working (a key innovation).
Reconciling Part-Time & Full-Time: The system allows part-time employees (10 participants) to return to full-time work, regaining full pay while retaining a weekly rest day—a significant benefit.
Conditions for Success: Participants commonly share a high workload, autonomy in work organisation, and manager trust/recognition.
Efficiency: The 4-day week, often coupled with remote work, leads to better efficiency and requires more rigour in organisation, ultimately generating less stress despite the longer working days.
Organisational Impact: Managers note limited impacts on planning and a stronger sense of responsibility among teams, leading to a search for work time optimisation (e.g., reducing meeting times).

RESULTS

Participation: 60 volunteer staff out of 4,100 eligible staff (2% of staff on variable hours).
Staff Profile: The largest participating group is executive staff (Category A: 44%), followed by Category C (32%). 58% are from the administrative sector.
Well-being (Unanimous): Staff report feeling less tired, especially when the free day is next to a weekend (3-day rest). There is a double effect of relief on family life and health.
Free Day Use: The free day is highly valued, mainly used for oneself and family, facilitating the spreading of personal logistics over three days instead of two. Wednesday is notably chosen more by women, potentially linked to childcare.
Service Quality: Staff have a clear sense that the quality of public service is maintained at their level. Health: Occupational medicine recorded positive feedback from staff.
Financial Impact: Participants who returned to full-time work experienced an increase in purchasing power.

Good Practice