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How has a 4-day work week been successful for this law firm?
In light of the growing discourse surrounding the adoption of a four-day work week in the legal industry, the principal of a criminal law firm offers valuable insights into the successful implementation of this schedule and its positive impact on workplace productivity.
Grace Robbie
In an attempt to bolster workplace morale and productivity, Bruce Peters, the director and principal solicitor for Brisbane Criminal Lawyers, has instituted a four-day workweek at his law firm.
After running the law firm for more than 15 years, Peters explained how he introduced this modernised work schedule as an experimental initiative after conducting thorough research into its potential benefits.
“I implemented the four-day work week with my two employees, Leo Strachan and Jade Bradley, in March of this year.
“It was an experiment as I had read about the benefits of a four-day work week and was willing to give it a test,” he said.
Despite recognising the potential advantages this four-day work week could bring, he revealed his initial concerns: “The obvious concern was a drop in revenue as with the four-day week, it means four normal days, not four extra hours loaded days, just to get an extra day off. What that means is working smarter, not harder.”
However, Peters was pleasantly surprised by the outcome, stating: “To my surprise, revenues stayed the same without a drop. It seems to fit the assumption that people will work to a level. Make them work five days, and they fill out the week. Let them work four days, and the job still gets done but in a shorter time.”
The implementation of a four-day work week has had a positive impact that extends beyond financial metrics. Peters has observed a noticeable increase in his team’s morale and focus due to the new work schedule.
“Morale was increased, and so was their attention while at the office working. Both Leo and Jade reported being more focused on their work and enjoyed it more,” he said.
“They were surprised at how ‘fast’ the work day seemed to go when working four days per week as compared to five days per week.”
Peters outlined the guidelines for Brisbane Criminal Lawyers’ new workplace system, which allows the firm to maintain high efficiency and effectiveness.
“The basic ground rules are that they are paid for five days and must manage their own calendars to take a day off. For our office, Leo takes Monday off, and Jade takes Friday off.
“If Jade has a matter on her day off, she can ask Leo to cover for her and vice versa. If the firm requires them in on a scheduled day off, they come in. There is not a ‘makeup’ day as they are paid for five; however, [they] work four days. That is our system,” he said.
As the legal profession increasingly advocates for adopting a four-day work week, Peters expressed caution by discussing how he believes this work schedule may not be suitable for all law firms and requires a specific type of workforce to be successful.
“It is my belief this will only work well with employees who enjoy their work. Someone who is not dedicated to start with will abuse the system, and revenues will drop.
“You need dedicated employees who enjoy their work and understand they are paid for five days, may in fact have to work five days; however, we aim for four days, and it works,” he said.
Peters also believes this modernised workweek schedule can be an alternative to traditional staff retention strategies.
“Law firms can throw money at employees for staff retention, which, in some cases, works or it doesn’t. This is another form of incentive that has to be earned by the employee, and then they adopt the four-day work week as part of their package.
“The trial can be offered as an incentive to value staff who demonstrate good self-management and work ethics. It needs to be offered conditionally, i.e. if you need them on a day off, that is par for the course as they are paid for five days. However, the staff will work out how to manage their diaries so days do not arise where they are required,” he said.
Upon reflecting on the intense performance expectations he experienced earlier in his career, Peters expressed how he has found fulfilment as a law firm owner by transitioning to a paradigm that prioritises employee wellbeing.
“At the time I started law, I was told I would have to work at least a 60-hour week to advance through a firm. I started out working for myself, and it’s a pleasure to offer my staff this option for their wellbeing and job-level satisfaction,” he said.
