WITH more people working from home than ever before in recent months, and a call for greater flexibility in shift patterns for those who are working remotely, is it now time to seriously consider a long-term and permanent change in working patterns?

This month, a group of cross-party MPs, urged the Chancellor Rishi Sunak to consider establishing a commission looking into the possible benefits of a reduced working week.

Their proposal would see a four-day, 30-hour working week (or equivalent variation), with added protection for those on low incomes. In Scotland, we’re already ahead of the curve. The Futures Commission, a new initiative established in April by The Royal Society of Edinburgh to help support Scotland’s emergence from the effects of the coronavirus pandemic, is currently investigating whether a reduced working week could help to safeguard jobs, ease pressure on the unemployed, and boost mental health.

Even the economy stands to gain, as people are likely to make best use of their additional time off by arranging day trips, going out for dinner and drinks, or going shopping.

New Zealand’s Prime Minister Jacinda Ardern has also advocated it. However, she stopped short of making it a political matter, suggesting employers and employees should work together to find the best outcome. Likewise in Finland, Prime Minister Sanna Marin has previously indicated a preference towards a reduced working week.

This month's letter from the group of MPs suggested that support for a shortened working week was at 75% before the pandemic. Yet, the reality is that the majority of UK employers would be unlikely to embrace a four-day week unless it was backed or incentivised by the government in some form.

Whether that’s through additional support for businesses who trial it, or more akin to the rules around flexible furlough – encouraged, but down to the employer to roll it out in a way that works for all - it will be interesting to see if the Scottish Government acts on the findings of the Futures Commission.

There’s certainly precedent. The Great Depression and the financial crash of 2008 both encouraged employers to take on a more flexible approach to working hours in a bid to save jobs.

Many have been forced to adapt their working patterns due to coronavirus – be it reduced hours for reduced pay, working from home, or a more flexible approach to hours. So, it may become more and more difficult for employers to reject the idea of shaking things up entirely.

READ MORE: Four-day working week among 'new normal' in Scotland after coronavirus lockdown

As a handful of companies announce trials, it’s increasingly becoming an attractive proposition for potential employees. Before long, businesses may even be forced to consider it in hopes of retaining existing staff, in a bid to prevent them moving to a more flexible workplace. Given that the cost of replacing an employee is thought to exceed £30,000 once man hours and recruitment fees are taken into account, not to mention the time spent getting the new recruit up to speed, it would seem to be more efficient to put genuine thought into the feasibility of a more relaxed approach.

In the UK, it’s well known that we operate largely under a culture of ‘presenteeism’, although in recent years the attitudes towards this issue seem to have relaxed a little. So it’s understandable that decision makers and even employees would baulk at the notion of working less. Yet our neighbours across the Channel in France introduced ‘right to disconnect’ laws in 2017 to prevent work outside of regular working hours. In Spain, a law requiring employees to clock in and out of work to make overtime more visible came into force last year. The tide is turning on presenteeism as more wake up to the negative impacts on the workforce. Could the UK follow the trend and embrace the benefits of reduced hours?

Due to this culture, most employers and, indeed, employees, have a traditionally reticent mind-set when it comes to reducing hours. Individuals worry that it shows a lack of commitment or that it is a sign of troubled times – that the company is struggling to remain afloat and this can be unsettling for staff. Yet, we know of many case studies from businesses around the world who have successfully implemented change. Simply considering internal messaging can help employers to foster the right mind-set amongst staff – for example, highlighting the myriad benefits.

Last year, a study by the Henley Business School revealed that UK businesses could save an estimated £104 billion per year with a four-day working week – largely thanks to increased staff productivity and improved physical and mental health, meaning less sick days. Not only that, the study also suggested that chopping one day off the working week could positively impact the environment.

In Japan, Microsoft reported a 40% increase in productivity following a change in working hours – resulting in more efficient meetings and a happier workforce.

So, what would it take for employers here in the UK to consider it? Changes in the form of law or policy would be beneficial. Under UK law, it is left to individuals to decide whether or not to make flexible working applications and although rules restricting this to family related matters were abolished several years ago it is still predominantly seen as a way to balance work with child or elder care commitments. Incentives to help keep people on the books with companies, and policies to guard against hardships for the lowest paid workers and protect against redundancies could be a way forward, perhaps beginning with reducing overall working hours, with a gradual move to four days. In 2000, France introduced laws bringing full time hours to 35 hours per week. Here in the UK, we average 37.5 hours, and are capped at a 48 hour average, so even the smallest change to policy could make a huge impact to some.

As lockdown eases across all four corners of the UK, we risk returning to the ‘hamster wheel’ very quickly - it would be remiss not to consider the huge set of benefits for employers, employees, and the economy. Whether or not it becomes the ‘new normal’ remains to be seen.

Ann Frances Cooney is a legal director in the employment law team at international law firm Addleshaw Goddard