When South Korea announced a four-day workweek, the world went into a frenzy. While reduced working days were being experimented with in parts of Europe, this news hit differently to folks at home. Indian sub-continent is known for its stretched working hours owing to various factors including long hours of travel, and our preference for quantity (in this case, more time spent) over quality. Office conversations were split between people choosing 4 days of over-work and some expressing concerns over the mental and physical fatigue of finishing a week’s task in fewer days.
All of this leads to one simple question: Which approach will define the future of work? Or rather, what will define the future of work?
The Case for a Shorter Workweek
Similar to South Korea, many European organisations are experimenting with or have already adopted models to reduce the number of working hours. Supporters of the four-day workweek and such arrangements argue that limited and more focused work hours maintain productivity and help in improving focus. The rationale behind it is simple-fewer working hours, more focus, and higher employee satisfaction.
Microsoft’s experiment in Japan, where they saw a 40% increase in productivity after reducing the workweek to four days, is one of many successful examples. Iceland’s extensive trials of a reduced workweek showed that not only did productivity remain stable, but employee well-being improved significantly.
With the rise of remote and hybrid work models, employees now place a higher premium on work-life balance. A condensed workweek could give them the flexibility to spend more time with family, pursue personal projects, or simply recharge.
Dinesh Menon, Founders’ office - Strategy, Investor Relations & People at Onsurity says, “The conversation around work hours is evolving globally, with developed economies experimenting with reduced workweeks. However, in the Indian context, our economy is still in its growth phase, and we face unique challenges. While the idea of a four-day workweek is compelling, it may not be the most practical approach for India just yet. Our workforce is already putting in longer hours, particularly in sectors like technology. Our recent study revealed that over 50% of India’s tech professionals work an average of 52.5 hours per week — well above the national average of 47.7 hours. Simply reducing the workweek might not address the core issues, as squeezing the same workload into fewer days could lead to increased stress and burnout, rather than improved productivity.
“Additionally, structural inefficiencies like traffic congestion and long commute times contribute significantly to employee fatigue, especially across Indian metros. This is where hybrid work models become crucial, offering the flexibility needed to balance professional and personal commitments without cutting back on total work hours. Businesses should focus on creating adaptive policies tailored to the unique challenges faced by their workforce, instead of applying a blanket approach like reduced workweek”.
The Push for Increased Work Hours
However, not everyone is ready to embrace this new approach. Some leaders and industries continue to emphasise long hours and availability as a measure of commitment and productivity. This mindset is particularly prevalent in high-stakes, high-pressure environments like finance, law, and tech startups, where success is often driven by relentless effort and constant innovation. Advocates of extended work hours argue that they enable organisations to get more done, especially in global markets where businesses need to operate across multiple time zones. The idea is that greater availability equates to better customer service, more innovation, and a faster pace of decision-making. For some leaders, long hours are seen as an indicator of loyalty and passion for the job.
While this model can lead to increased output in the short term, it comes with risks. Employees subjected to long hours and constant pressure are more likely to experience burnout, stress, and disengagement over time. As more research emerges around the long-term effects of overwork, it’s becoming increasingly clear that this approach may not be sustainable for businesses that value innovation and long-term success.
Piyali Bandopadhyay, Manager, People Experience & Operations at Progress “We're living in an era where different work models are being experimented with across the globe. Countries like South Korea are testing out a four-day workweek, aiming to maintain or even increase productivity while giving employees more personal time. In parts of Europe, reduced but highly focused work hours are becoming more common, with the idea that working fewer hours can lead to a more concentrated and efficient output. On the other hand, some leaders and organisations still adhere to more traditional work models, where employees are expected to work longer hours or more days each week, believing that extended time at work equates to better performance or business outcomes. Both approaches have their merits depending on the industry, work culture, and organisational goals. I believe long working hours or extended shifts don’t necessarily lead to higher productivity. The key lies in the quality of the work delivered, not the number of hours spent working. A focused, well-structured approach often results in better outcomes than simply putting in more time. It’s about working smarter, not harder, and ensuring that employees can maintain their energy and focus to deliver their best work, rather than being overextended by excessive hours. However, I also believe the future of work will revolve around flexibility. Flexibility is the key to a productive and balanced work environment. Allowing employees the freedom to choose when and how they work, whether it's through flexible hours, remote options, or a shorter workweek, empowers them to manage their time effectively. This not only boosts productivity but also improves job satisfaction and overall well-being. The rigid 9-to-5, five-day workweek may no longer be the default. Instead, companies will need to adapt and offer more flexible work arrangements that cater to both business needs and employees' well-being. As mentioned above whether that flexibility comes in the form of a four-day workweek, remote work options, or the ability to choose different working hours, the key will be to provide employees with choices that help them stay engaged, motivated, and productive.”
Finding the Balance: The Future of Work
Looking ahead, the future of work will likely be defined not by rigid adherence to one model but by flexibility and customisation. Rather than a universal shift toward a four-day workweek or an extended-hours model, many businesses will adopt hybrid work environments that can cater to a diverse range of needs and preferences.
In the future, employees may be empowered to choose their schedules. Hybrid models, where workers alternate between remote work, in-office work, and flexible hours, will allow organisations to adapt to their workforce's needs while maintaining productivity. Technology will play a significant role in supporting this transformation. AI and automation can take over routine tasks, freeing employees to focus on more strategic and creative work that requires human insight. Additionally, advanced project management and communication tools will allow teams to stay connected and efficient, regardless of where or when they are working.
This new model will prioritise results over hours spent at a desk, with a focus on outcomes rather than presenteeism. For example, roles that are outcome-driven, such as those in creative industries, could benefit from a results-oriented work environment, while roles that require real-time problem-solving or customer engagement might continue to thrive in traditional or extended-hour settings. Flexibility, in this case, will mean accommodating a variety of roles and work styles.
A New Era of Employee Well-Being
What’s clear is that employee well-being is becoming central to these discussions. Organisations that offer flexibility, invest in mental health support, and promote a work-life balance will be more successful in attracting and retaining top talent, especially from younger generations like Gen Z and Millennials, who prioritise these factors. These employees are less interested in the traditional markers of professional success, such as long hours and visible dedication, and more focused on finding work that allows them to thrive both personally and professionally.
Rohan Malhotra, CEO, Roadzen says, "Finding the right balance between maximising productivity and supporting employee well-being is a crucial business priority. At Roadzen, we believe that our policy of flexible working hours and days, as well as holidays, has set a culture of efficiency and high employee satisfaction. Over the past five years, we have achieved our business goals and attracted the top global talent across geographies. The future of work is likely to pivot to flexible arrangements with a focus on business outcomes. This shift will not only benefit employees but also drive innovation and productivity."
This shift is already visible in how organisations are rethinking benefits packages, offering mental health days, sabbaticals, flexible schedules, and support for remote work as essential components of the employee experience. As talent pools become more competitive and organisations strive to differentiate themselves, prioritising employee well-being and offering a flexible work environment could be the key to long-term success.
Balance is the way to go!
The debate between reduced work hours and increased work expectations is unlikely to have a one-size-fits-all answer. Instead, the future of work will likely be a blend of both philosophies, centered on flexibility, employee well-being, and the intelligent use of technology. Businesses that strike this balance will not only remain competitive in a rapidly changing world but will also cultivate a workforce that is healthier, more satisfied, and more productive in the long run.
As we move further into this new era, it’s clear that the organisations that thrive will be those that embrace adaptability, recognizing that the future of work lies not in rigid structures but in flexible, outcome-driven environments that value both human and technological contributions.
