Subtle, blatant and sometimes contentious, the Edmonton workplace is undergoing a bit of flux. Some employers and employees are back to work “normal.” Some continue with work from home (WFH). Some are adjusting to hybrid work schedules. Some are adjusting to the growingly popular four-day workweek trend.
In today’s competitive talent marketplace, as organizations strategize for innovative ways to attract new talent or boost employee engagement, focus on work-life balance, boost productivity, retention and reduced absenteeism, most companies acknowledge that while adapting is good, it shouldn’t be necessarily change for change’s sake.
“As return-to-work mandates evolve across Canada, employees’ feelings vary widely,” says Christine Ball, executive director with Career Professionals of Canada (CPC). “Some companies and some employees are eager to return to the office, craving social interaction, routine and separation between work and home life.
“For others, remote work has become a cherished part of their routine, offering flexibility and work-life balance. However, the hybrid work model, blending remote and in-person work, is also gaining popularity as a promising compromise. Overall, there appears to be a mix of apprehension, anticipation and a desire for clear communication and flexibility as the workplace transforms.”
She points out that one thing is certain, “The status quo of the past is no longer acceptable.”
She adds that, based on feedback and CPC research, employers in Alberta are actively trying to entice workers back to the office. They are adopting strategies, recognizing the importance of creating an appealing work environment to attract employees back on site. Many are focusing on enhancing office conditions with improved communal spaces, offering better snack options, emphasizing team collaboration and more.
“Some companies are not just enticing workers back to the office, they are going above and beyond. They are matching or even surpassing the perks and benefits offered by top employers across the country,” Ball explains. “The trend is not unique to Alberta but is being observed nationwide and throughout North America. These incentives are part of a broader strategy to encourage a return to traditional working environments.”
For more than two years, throughout the transforming workplace, companies have been urging (and sometimes demanding) a full return to the office and pre-COVID work behaviours and routines. HR departments and employees agree – it has not worked.
Sometimes, despite some get-tough initiatives and threats, average workplace utilization has remained unchanged since 2023. While most workers do now spend more time in offices, hybrid work schedules are here to stay. In some major office areas like Calgary, Edmonton, Vancouver and Toronto, average workplace utilization is around 50 per cent of pre-pandemic and pre-WFH levels.
Angry employer emails and threats failed to force workers to return to a five-day, in-office schedule. Companies are now incentivizing workplace attendance.
While the employee’s priority is work-life balance, a key aspect of the employer’s focus is productivity and the company’s bottom line. The era of mandated office-attendance coercion and the factor of productivity are giving way to a more nuanced approach to incentivizing in-person engagement. Companies are reimagining workplace culture by offering enticing perks such as happy hours, catered meals and revamped office environments to foster a sense of belonging when teams are together in offices.
While some HR experts suggest it is more of an evolution than an incentive, more and more employers are looking into or trying the increasingly popular four-day workweek.
“The push for a four-day workweek in Canada reflects a broader rethinking of work norms driven by the desire for greater flexibility, enhanced productivity and a better quality of life. Evidently, the pandemic dramatically altered perceptions of work, showcasing that flexible and remote working models could definitely be both effective, productive and sustainable,” Ball says.
The trends and stats about a four-day workweek show pros and cons and speedbumps.
“While the need is evident for better work-life balance for all generations, remote work during the pandemic and flexible schedules has compelled employers to explore creative solutions to alternative scheduling,” notes Ada Tai, HR instructor at MacEwan University and partner and consultant at BadaB Consulting.
“The compressed schedule of a four-day workweek, where employees can work four ten-hour days instead of five eight-hour days, is gaining traction in Japan, New Zealand, the United Kingdom and Scandinavian countries and has been shown to offer several benefits to workers, including increased flexibility, employee empowerment and the opportunity to pursue hobbies and professional development.”
On the upside, she highlights that some businesses argue that the benefits of the four-day workweek include extending their business hours to customers, better managing employee time and resources and enhancing employee satisfaction, which can lead to higher productivity and retention rates.
When it comes to productivity, HR surveys show that recent Canadian pilot programs have demonstrated that a shortened workweek can maintain or even boost productivity and the success of four-day workweek is also reflected in economic terms, with some businesses observing revenue growth during the trial periods of reduced work hours, showing that a shorter workweek can be economically viable.
Tai also notes challenges.
“Not all industries and businesses can participate in the compressed workweek schedule. Giving more days off to workers does not guarantee productivity improvement.”
With the rising cost of living, more and more people are taking on multiple jobs to supplement their household income and the compressed workweek allows them to work at other jobs. Conversely, some employees may find it challenging to work longer hours during the four days, face childcare issues and the potential of receiving a lower salary.
Surveys and reports show the impact of compressed work schedules on key organizational metrics like productivity, absenteeism, turnover and job satisfaction; productivity and quality of work remain stable or increase. Absenteeism decreases and reduced absenteeism is one of the most consistently reported benefits and that, with a three-day weekend every week, employees call in sick less often. Job satisfaction and well-being increase. Turnover rates fall, with the improved work-life balance also enhancing employee commitment and retention.
“While the four-day work week might be relevant for certain organizations and/or types of work, it won’t be relevant for all,” cautions Dr. Dianna Dempsey, a professor in the business department at MacEwan University and a chartered professional in Human Resources with CPHR Alberta.
“The conversation is moving way beyond one specific type of alternative work arrangement, such as a four-day work week, and is looking at bigger picture issues such as the scheduling of work as it relates to achieving organizational goals and ensuring employee wellness, retention, productivity and more.
“Work design is also increasingly important, aligning with organizational and employee goals. What is important to a high-tech firm may not work for a small not-for-profit.”
As Edmonton’s back-to-work routines and the early phases of a four-day workweek schedule transform the workplace, early tracking suggests that it is a positive for employees and also good for business.