Kuala Lumpur, 1 April 2021 – Amid all the debate about the four-day work week policy, Australian-based Commission Factory can attest to marked improvement in job productivity in addition to work-life balance amongst its employees. The culture has been trialled across 15 countries and has garnered positive feedback, even from its customers.
Zane McIntyre, Chief Executive Officer, Commission Factory says the policy has resulted in no financial impact, or pay reduction or company benefits. It was first enforced in its Sydney headquarters and since December 2020 in Malaysia.
“We have seen improvement in productivity and efficiency during this time. Not only has the Malaysian team adapted to this, but they have also shown great improvement and have conveyed their appreciation for this,” he affirms.
Commission Factory staff in Malaysia has been utilising the extra day to spend time with family, increase their skills and knowledge with courses, or finding a little side income to supplement their livelihood.
While acknowledging that it is still early days in the four-day work week pilot, the results have been encouraging in that there has been continued revenue growth month-on-month, as well as year-on-year.
“This is evidence that working more hours does not necessarily mean higher performance. Instead, it highlights how we can adapt and be more productive with the time that is available to us,” McIntyre said.
To keep up with progress, Commission Factory has installed a fortnightly feedback session from its staff. So far employees’ satisfaction and retention rate have increased from 89 to 95, out of 100. Its people are loving the new work culture, and say the policy was proof that the company truly cared about its employees.
Syashee Ramanachalam, of the Global Integration Support department in Malaysia said: “Besides having additional time with my loved ones, the four-day work week has given me tremendous opportunity to work on personal private projects (education and learning), which in return allows me to increase productivity and efficiency at work.”
The policy’s success rate is also owing to clear communication and a level of transparency that allows all departments and individuals to perform their roles with little, to no impact, if another was away.
The implementation of the policy empowers staff to assess the time in the day while constantly prioritising what their day or week would look like. It also translates to lesser meetings or shorter meetings being scheduled, better utilisation of technology in time management, and effective and succinct communication.
“The policy has increased efficiency and productivity and the Malaysian team love the company’s effort to ensure we have a work-life balance,” Syashee adds.
Commission Factory headquarters Marketing Manager, Emily Do, said Commission Factory prides itself on its open-door policy that practices no hierarchy.
“This means everyone is accessible – whether it is the CEO or the Chief Technical Officer, or peers of the same level. This is another element that our employees appreciate,” Do said, adding that the company helps support a work-life balance for employees with a variety of perks including gym discounts, and a collaborative workspace.
The policy and its encompassing elements have enabled Commission Factory employees feel like family.
“So it is not hard to see why we have a great retention rate and high employee engagement score. Our teams have fortnightly check-ins and access to the Human Resources team and all feedback is taken on board and incorporated where possible,” Do adds.
The encouraging results of the policy’s implementation has spurred the Commission Factory’s mission to be a catalyst for change.
“Our focus is on the health and wellbeing of our staff. We are pioneering a new way of working that puts our staffs’ health and wellbeing front and centre. We know there are many who question if they should implement the policy but we can assure that it has been positive. For Commission Factory, It is not about changing what others are doing but being the catalyst for change,” McIntyre says.
Clients and partners have responded positively to the four-day work week culture and many have shown interest in implementing the same policy at their respective work place.
“After six months we hope to produce a full-scale report on our lessons and learnings that will give greater insight for other workplaces wishing to offer this new work-life balance to their employees,” Do added.
The pilot is being trialled in Commission Factory teams across 15 countries. The global offices have responded positively towards the 4-day work week initiative, she affirms, and headquarters are keeping a close eye on employee feedback, workload and overall performance with its fortnightly check-in surveys.