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How To Use Technology to Measure 4-Day Workweek Success

How To Use Technology to Measure 4-Day Workweek Success

Is the four- day workweek radical or egregious? That’s what we wanted to find out. Could we get the same quantum of work done in smaller days? And what impact would it have on our platoon? 
 With these questions in mind, we began our four- day workweek trial in January this time, testing a condensed Monday to Thursday schedule for three months. We were among a veritably small surge of companies daring to challenge the norm, yet it’s hard to believe it’s taken this long. The world has changed drastically since FDR effectively homogenized the 40- hour workweek into law with The Fair Labor norms Act of 1938. sense would suggest that the workweek should change, too. 
 We believed the trial would work, but we demanded to collect both qualitative and quantitative data to understand the impact of cutting down from five days to four. We abused technology results to make sense of the data and reveal pointers of work, focus, collaboration, and process. 
 Before starting our trial, we held an internal hackathon for our brigades to engage incross-functional brainstorming. Together, we developed our description of success, with each platoon establishing its own criteria and protocols. We participated these criteria with an organizational exploration scientist to develop check questions to measure success throughout the trial. 
 Did we hit our roadmap pretensions? Was it easier to get work done? What was the impact on our effectiveness criteria pull request( PR) exertion, Deep Work, time spent in meetings, interruptions, and always- on geste 
 . These were just some questions we asked to determine four- day workweek success. 
 How We Measured the Qualitative Impact 
 It was fairly easy to collect hand feedback through palpitation checks as well as 11s, each- hands, and informal exchanges. And we used this qualitative data to measure platoon happiness and productivity ahead, during, and after the trial. Ourpre-implementation check gave us a birth to measure against, and we continued to collect yearly feedback with shortmid-month palpitation checks in Slack to check in snappily. Eventually, apost-experiment check handed our final look into how our workers felt about the four- day workweek. 
 Commonly, the results were extremely positive. workers reported feeling more productive and satisfied with work. They had further time to exercise, concentrate on professional development, and attack particular liabilities. And numerous still worked on a Friday at some point, though generally no further than a many hours. 
 For the utmost part, we anticipated these results who does n’t want a shorter workweek? But we did n’t want to calculate solely on qualitative data. Hand feedback alone was n’t enough to truly discover if the trial was a success. rather, we wanted to determine the quantitative impact of the four- day workweek on productivity, which is much more delicate to measure. 
 How We Measured the Quantitative Impact 
 We reckoned on hard data to measure the quantitative impact, using our own software technology to track PR exertion, Deep Work, time spent in meetings, interruptions, and always- on geste 
 . With this quantitative data in hand following our three- month trial, we were suitable to more assess the impact of a shorter week on dev platoon productivity. These perceptivity, paired with the qualitative feedback from our workers, gave us the confidence we demanded to make a final decision on whether to continue the four- day workweek. 
 So what did the quantitative data tell us? Despite having smaller days to complete our work, product delivery volume actually increased. Our dev platoon used digital analytics tools to track sprint progress and PR workflows, looking at the overall number of tickets completed and their estimated complexity. Both went up during the trial, meaning we got more done and worked on further high- impact systems. We also onboarded further guests than any other quarter to date. 
 These results are n’t each that surprising when you look at our other findings from the trial. We pulled from the tools our people use most — Jira, Slack, timetables, and more — to establish effectiveness criteria for our brigades. Each data point told us commodity, and only by weaving it all together through a single perceptivity result were we suitable to tell the entire story. 
 The first of these criteria was Deep Work, which we defined as two or further hours of continued work time. We used machine literacy to dissect working patterns, timetable trends, and exertion time, helping us quantify available focus time throughout the trial. Overall, Deep Work either increased or stayed the same across our brigades, the result of our sweats to laboriously cover that time. 
 One way we defended Deep Work was by redefining our meeting culture. We established guidelines to help our brigades dock and consolidate meetings, removing those that were n’t furnishing real value. We also used the perceptivity result to dissect high- position details around meeting duration, titles, and the number of actors, helping identify meeting distribution among individualities and brigades. The data showed that our meeting hours and average length either dropped or stayed the same throughout the trial. 
 We also measured data around Slack interruptions, which cut into Deep Work time. We quantified the impact of each interruption grounded on the speed and brevity of the response. The results showed an increase in interruptions for our dev platoon, probably due to this increase in Deep Work time, as there were further openings to be intruded. 
 Eventually, we looked at how frequently our people worked overtime or on weekends. These “ always- on ” criteria helped us determine if our inventors had to work beyond their normal eight- hour workdays to make up for the docked week. Indeed without Friday work, we didn't see a statistically significant change in always- on scores, suggesting our people got the same quantum of work done in smaller days. 
 In the end, we had collected enough criteria to make a data- grounded decision on if we'd continue with the four- day workweek. 
 Did the Four- day Workweek Work? 
 We not only met and indeed exceeded our product delivery pretensions but also took significant way in precluding platoon collapse. Grounded on these results, 100 of our workers wanted to continue the condensed workweek, and we decided to extend the trial through the end of the time. 
 still, the four- day workweek stops supporting our business pretensions or we can no longer be responsive to guests, we will pivot presto, If at any point. I do n’t see that passing, but we must be aware of the possibility and prepared to change course. We must constantly push ourselves to suppose about how we can work more effectively, especially with smaller days to do so. 
 For now, the four- day workweek is working for our platoon, but that does n’t mean it'll work for everyone. You must have a culture of trust — of issues, not hours. When you trust your people to bring their full characters to work and get effects done, they will. And they ’ll do it in four days. 

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