32-hour work week boosts productivity and wellbeing – report

A year-long pilot by the UK’s Mental Health Foundation (MHF) has found that a 32-hour work week – implemented with no loss of pay – improved employee wellbeing, reduced work-related stress, and boosted recruitment and retention, all without harming productivity.

MHF, a UK charity focused on preventing poor mental health and promoting good mental wellbeing, reduced its full-time working hours from 35 to 32 in April 2024. Part-time hours were reduced proportionately, with staff retaining the same salaries. Employees were given flexibility to choose their working patterns, balanced against organisational needs.

Wellbeing and work-life balance improved significantly

Survey data showed that 79 per cent of employees reported better work-life balance, 68 per cent reported improved mental wellbeing, and 64 per cent said they were more satisfied with life overall.

Notably, 69 per cent experienced less work-related stress, with benefits felt most strongly by employees with lived experience of poor mental health, disabilities, long-term conditions, or caring responsibilities. Part-time workers reported the largest improvements in both stress reduction and work-life balance.

Employees used their additional time for a range of activities linked to better mental health – from exercise, volunteering, and connecting with family, to handling essential tasks that freed up weekends for more meaningful pursuits. Staff also described being less rushed and more present at home and in their relationships.

Productivity maintained – and in many cases improved

Before launching the pilot, MHF’s leadership set a clear condition: Productivity must be sustained. The results surpassed expectations.

In end-of-pilot surveys, 55 per cent of respondents reported higher productivity, while only 10 per cent saw a decline. Directors agreed that any minor challenges – such as occasional difficulty arranging meetings or managing time-sensitive opportunities – were outweighed by the cultural and wellbeing gains.

Staff attributed this to sharper focus, better prioritisation, and more efficient working practices. With less time at their desks, employees were more intentional about planning their day, reducing “busy work” and focusing on tasks with the greatest impact. The reduced hours also encouraged innovation in workflows, including shorter meetings and better use of technology.

Retention and recruitment benefits

The 32-hour week proved a powerful tool for attracting and retaining talent. Employee intentions to leave fell from 33 per cent at the start of the pilot to 15 per cent by the end, while applications per vacancy nearly doubled.

In job applications, the reduced week was cited as a primary motivator by 28 per cent of candidates – more than the proportion who named salary and benefits. Directors noted that higher retention meant stronger teams with deeper organisational knowledge and continuity in service delivery.

Culture shift supports sustainable change

A key factor in the pilot’s success was a visible shift in workplace culture. Employees reported feeling more valued, with one describing the move as “walking the talk” when it came to the organisation’s wellbeing values.

The approach also promoted a healthier mindset around boundaries. Staff felt empowered to “switch off” outside working hours, while supportive management practices and flexibility in work patterns enabled the policy to fit around diverse roles and personal needs.

Lessons for other organisations

MHF’s evaluation offers several recommendations for businesses considering a shorter working week:

• Pilot first and set clear success indicators.
• Communicate expectations around productivity and performance.
• Allow flexibility, but establish core hours to ensure collaboration and coverage.
• Encourage efficiency by cutting unnecessary meetings and streamlining processes.
• Engage staff in sharing how they use their extra time and in identifying improvements.

Following its evaluation, MHF’s Board agreed to make the 32-hour week a permanent part of staff contracts. The organisation sees the model not just as an internal policy, but as a potential catalyst for broader social and cultural change in how work is structured to support public mental health.

For leaders in Malta, the findings add to growing international evidence that reduced working hours can deliver measurable benefits to both employees and employers.

The challenge – and opportunity – lies in adapting the model to each organisation’s operational realities while keeping productivity and wellbeing in balance.