Purple Frog Asset Management Board of Directors – L-R: Claire Pace, Stephen Haigh, Sabrina Courts, Patrick Garratt, Nadine Bevis and Shaun Knight
In the dynamic realm of work-life balance and employee well-being, an increasing number of companies are embracing a four-day working week, broadcasting their triumphs far and wide. However, the intricacies and practical steps involved in adopting this progressive schedule are seldom discussed in detail.
The Managing Director of Purple Frog Asset Management, Patrick Garratt, has taken a unique approach by shedding light on these very intricacies, offering a rare glimpse into the process.
As a prominent property management firm with a presence in Birmingham, Bristol, and Nottingham, Purple Frog has not only implemented this innovative work model but has also openly shared the blueprint of their journey, providing invaluable insights into the process.
Crafting a Fair and Inclusive Approach
The initiation of the four-day work week at Purple Frog was not a spur-of-the-moment decision. It was the culmination of careful consideration and strategic planning, particularly with the aim of including part-time staff in this progressive model. “During a post-Covid board meeting, I challenged our Directors to devise a fair and inclusive model for a 4-day work week,” the Managing Director shared, highlighting the importance of fairness and inclusivity in the implementation process.
For full-time staff, this meant compressing a 4.5-day workload into four days, adding a ‘golden hour’ of concentrated productivity each morning before the company’s official opening hours. Part-time staff were offered pro-rata additional holiday days, ensuring everyone within the company could benefit from this new working arrangement.
Overcoming the Long Weekend Dilemma
One of the anticipated challenges was the preference for long weekends, which could potentially lead to understaffing on Mondays or Fridays. However, the company found that many employees preferred mid-week days off, which helped maintain operational efficiency and team availability. This unexpected outcome underscored the importance of flexibility and listening to employee preferences in implementing such a radical change.
Maintaining Team Cohesion
Ensuring team cohesion was paramount for Purple Frog, especially given the new working dynamics. The company’s office leaders coordinated days off to ensure at least one day each week where all team members were present. This approach facilitated essential weekly training and team meetings, maintaining the strong team spirit and collaboration that Purple Frog is known for.
The Trial and Transparent Recruitment
The company embarked on a twelve-month trial to closely monitor the impact of the four-day work week, facing the challenge of transparently communicating this temporary arrangement to new recruits. Despite these challenges, the initiative was met with positive feedback from both existing employees and potential hires, attracted by the company’s commitment to transparency and well-being.
The Results: A Win-Win Situation
The results of this innovative working model have been overwhelmingly positive. “Staff engagement and satisfaction metrics soared, sick days and staff turnover declined, and our clients and tenants have enjoyed an enhanced service experience,” the Managing Director highlighted, reflecting on the benefits of the four-day work week. This shift has not only improved the well-being and productivity of the team but has also had a positive impact on the company’s service delivery, proving it to be a win-win situation for all involved.
Getting in touch with Purple Frog: Via email – [email protected] or call – 0121 227 4188 or via website – www.purplefrog.group.
