For a significant portion of Icelanders, the 35- or 36-hour workweek is a reality, or is in the process of being. What lessons can be learned from the shift undertaken on the Scandinavian island, recognized as a success for both employees and employers?
Two pilot projects involving 2,500 municipal and federal officials, between 2014 and 2021, demonstrated positive effects of the “four-day week” on worker productivity and well-being. As a result, unions across the country have been able to sign collective agreements guaranteeing the right to reduced working hours, or the right to negotiate reduced hours, without pay cuts for 86% of the Icelandic workforce.
The president of the BSRB union, which represents the majority of public sector employees, was at the forefront of these transformations. Sonja Ýr Þorbergsdóttir welcomes the change in working culture in the land of volcanoes and geysers. Interview.
Where did the idea of reducing the work week come from?
It has been a long journey. Unions have been asking for shorter work weeks for a long time, without making it a priority. But with the economic crisis of 2008, our members wanted changes, to spend more time with their families. Reducing working hours seemed to be a solution to combat mental health problems, stress, and burnout.
It is also a way to achieve more equality between men and women. Many Icelandic women work part-time for reasons of work-family balance. If the normal work week decreases, more of them can be considered full-time. In addition, it gives men more time to participate in household chores.
Around 2013, politicians in Reykyavik approached us, since we had talked about this issue, and we negotiated a first pilot project.
Among the employees involved in the pilot projects, there were office workers, but also those from child welfare services, swimming pools, daycare centers, care facilities, a police station, among others. . What results have you observed?
The results were very clear. The level of service has been maintained and has even been improved in some cases. Participants told us that their recovery time helps them be better workers. It showed that we could work smarter, increase job satisfaction, reduce psychological and physical stress. They had a better balance between family and professional life.
Why is it possible to do the same job in less time?
There is no scientific reason for working 40 hours a week. This schedule is there for historical reasons. It was introduced when the majority of people were working in factories. But the world of work has changed a lot and, for cognitive work, working longer does not always lead to better results.
But the changes required a great deal of reorganization. In each establishment, committees have been set up by the union and the employer to analyze how the tasks could be carried out more efficiently. Then, this analysis was presented more widely among the employees and the leaders for the comments of all. Employees finally had the opportunity to vote on a final plan on how to reduce working hours. Some had free Fridays, for example, while others had shorter days all week.
There is no scientific reason for working 40 hours a week. This schedule is there for historical reasons.
What would you say to businesses and governments around the world who are interested in your experience?
Our experience shows that it is possible for everyone. Some people have a tendency to say that they cannot reduce their working hours. But we have seen that several types of workplaces have done so successfully.
This process can be initiated by political decisions and collective agreements, but it can also come from the companies themselves. I recommend everyone to try it. You have to take steps, analyze the situation well, learn from the experience of others – there is a lot of material that can help. Try it for a few months and see what works well and what does not.
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