By Catherine Negus, Senior Research Officer
We are proud to share the evaluation of our recent one-year pilot of a 32-hour working week, along with the news that the Mental Health Foundation has made this a permanent initiative for staff, because of the substantial wellbeing benefits it has generated.
While most staff were optimistic about the pilot, it delivered beyond our expectations. Not only have we seen incontrovertible improvements in wellbeing, but we are confident that our impact as a charity is undamaged – and may have been boosted by a greater sense of focus and flourishing. There is good news on equalities too, with the flexible reduced week providing specific support to staff with lived experience of poor mental health, disabilities, and parenting or caring responsibilities.
‘From my perspective, trying to work full time whilst having a physical disability is always something that has been a challenge. I feel a lot more confident in my ability to work full time.’
Promoting good mental health
As an organisation focused on the promotion of good mental health, we naturally wanted high-quality insights into the 32-hour week’s effects in this area.
We measured changes using the respected Warwick-Edinburgh Mental Wellbeing Scale, which interprets mental wellbeing as ‘feeling good and functioning well’ - and 68% of survey respondents showed statistically significant improvements. We also used the Office for National Statistics’ measure for overall life satisfaction, which considers wellbeing as a holistic concept - and 64% of people showed statistically significant improvements.
Through in-depth interviews and free-text survey responses, we explored the contribution of the 32-hour week to different dimensions of wellbeing and mental health.
Colleagues described how they are using their extra time for a wide range of activities which MHF encourages as promoting good mental health – but particularly, healthy movement (58% of colleagues) and time with family and friends (60%). People also see great value in having space to address ‘life admin’ in a less pressurised way, so that they feel less overwhelmed and can enjoy more meaningful activities. Chores are not glamorous, but this genuine sense of relief reflects the pressurised, busy reality of our modern lives.
‘More than anything, I think it was just the stress of it, knowing that it was going on, or not going on, in the background, and it was like I had to deal with, but I didn't ever find the time to deal with it all.’
Reduced stress and improved wellbeing
A reduction in stress stands out throughout – when thinking about responsibilities at home, during leisure activities like hosting friends, as a general mindset, and when dealing with work pressures. Despite having less time, 69% of colleagues reported less work-related stress. People often used words like ‘space’ and ‘breathing’, and feel more in control of their time and their lives.
The positive feelings experienced range from day-to-day peace, energy and enjoyment, to what is called ‘eudaimonic’ wellbeing – a sense of growth and of fulfilling our potential. People have more time to live in line with their values, for example by developing their careers through study, or supporting ageing family members. Some also relish their continued sense of achievement in their job, having found more energy and efficiencies at work.
‘I care deeply for [my parents]… I don't know how much longer I've got with them… I'm just grateful that I've got this time to be able to support them as well. So knowing that I can go and help [Mum] and check in on her is a huge weight off my mind.’
Better work-life balance
People find that the reduced working week gives them better balance, not only between work and home, but between work, the needs of others, and themselves; between necessities and fulfilment. This can be particularly important for parents, carers, and those living without other adults. Unsurprisingly, 79% of staff reported a better work/life balance at the end of the pilot.
I think I feel much more fulfilled and satisfied in my work. I feel like I can do a lot more to get a sense of achievement in my free time as well.’
Presence and focus
Having more time can help us to deal with challenges, for example through more reflection from a distance on problems at work, or even a chance to meet fundamental human needs like being with loved ones towards the end of their lives.
There is a pervasive sense of better presence and focus. People feel better able to compartmentalise their lives, so that they can pay more attention to quality time with their children, concentrate better on their priorities at work, and even feel more mindful while doing household chores.
‘I wouldn't say I enjoy doing the shopping, but my mind isn't racing on to the next thing. [Whilst taxing the car last week] I stopped and I looked around. It was lovely… I wasn't impatient in the queue in the post office. I just stood and had a wee daydream while I waited… I could just have that time. It was lovely. It's ridiculous how lovely that was.’
Freedom and challenges
For some people, the benefits of the 32-hour week are even greater than expected, often because freedom over their particular working pattern optimises it for their particular circumstances. People have either established new routines or are actively enjoying the freedom to incorporate variety, and they expect the pilot’s benefits to be sustained.
It’s important to be realistic about the challenges of a new way of working. For a few people there is increased pressure due to the pilot’s interaction with other difficulties, and challenges in adjusting internal collaboration to the reduced week. However, our leadership team and the majority of staff feel that the 32-hour week has not damaged outputs, or that it is having a positive impact.
‘With less time, it shines a lens on what is not working as effectively as it could be… I think it just challenges you to think, can I do the same thing but faster?’
The way forward
There is evidence that the 32-hour week is bolstering recruitment and retention, and interacts positively with the important process of strategic prioritisation. Our report explores the explanations and success factors for maintained performance within a reduced week, and makes recommendations for organisations considering their own pilot.
Our workforce is highly motivated by the charity’s mission, and staff clearly experience a synergy between achievements at work, and their overall wellbeing. Indeed, our study found that quantitative self-rated productivity improvements are statistically correlated with increases in mental wellbeing, life satisfaction, and work/life balance. There is a sense of being valued by MHF as an employer which supports people’s commitment even further.
Overall, the 32-hour week is an initiative that will enhance MHF’s success into the future and keep us competitive as an employer, in a changing world where rapid advances create the potential for a revolution in working lives.
Read the findings in full in our comprehensive research report on the 32-hour week pilot at the Mental Health Foundation.