Tryangle switches to a 32-hour working week

“Call it an investment in our employees’ happiness at work”

It started a year ago with some informal conversations. But almost half a year later, after thoroughly thinking this through and discussing the matter with their employees, the 32-hour working week has been introduced at consulting company Tryangle. With wage retention! “Yes, our profits have decreased. But our employees’ happiness at work is worth more than that,” explains manager Griet Deca.

When we meet, Griet has just finished a week in which she gave no less than eight keynote sessions. But she also had a relaxing day off. “There used to be weeks in which I also gave as many sessions in a week, but then I was exhausted and needed to take a painkiller on Friday afternoon,” she laughs. “Now, I’m much less tired. A day of recovery time really makes a big difference.”

How big was the step to the 32-hour working week?

Deca: “Beforehand, it seemed quite big. When we first started talking about this in December 2022, it seemed like a massive transition. I also remember being very nervous when I first addressed the matter with the team in April. But since its introduction, there haven’t been any major issues. Everything was back to normal pretty quickly. We spontaneously transitioned to the new working rhythm. The only truly negative reaction came from our payroll service. They made a bit of an issue of it. They also didn’t advise us properly, because it turned out support existed for companies wanting to make that transition. But they didn’t tell us about that at all. Anyway, we have since switched to another payroll service that does give us the necessary support. Other than that, we mainly received worried questions from the people around us. ‘Do you want to go bankrupt?’ they asked. Or clients were worried that our service would become more expensive. But that wasn’t the case. Our prices haven’t changed. And we are still growing as a company.”

The question is justified, of course. Because by linking working time reduction to wage retention, your production has become more expensive…

Deca: “That’s right. We have calculated that thoroughly. And according to our calculations, we are able to afford this investment. To us, this isn’t an extra cost, but an investment. We invest in our employees’ well-being and happiness at work. Only focusing on making ever more profit is an old and outdated model. In terms of welfare, our society has achieved a lot over the past decades. Obviously, poverty still exists, but welfare has also significantly increased for many people. Now it’s time to also focus on happiness at work. Because that is also important. That is the message our consultants communicate to all companies we provide advice for. So it makes sense for us to follow our own advice. Walk your talk. We strongly believe this approach yields the best results. More peace of mind gives more headspace. That is essential to a knowledge company such as ours. Ideas are now flowing again. The additional rest gives more energy to be creative. And one of our colleagues has indicated that she sees herself working with us until her retirement. In times of talent scarcity, it is important that people are happy at work.”

You probably have many job applicants knocking on your door?

Deca: “We do receive many spontaneous job applications. But people who are only interested in the four-day working week have come to the wrong place. That shouldn’t be your motivation. Working for us requires full commitment and the necessary maturity. Our employees work very hard. Everyone goes ‘the extra smile’. But it shouldn’t be at the expense of our employees. The way we work together requires a mentality that is difficult to define in formal criteria, but which quickly becomes clear during a one-on-one conversation.”

When switching to the 32-hour working week, did you also intervene in the work organisation?

Deca: “Definitely. We definitely want to avoid that our employees would work less, but under greater pressure. We don’t want the work stress to increase. So, we asked our employees what they needed to make this work. Based on those conversations we have recruited additional help for sales and project work. And we also recruited an intern. We also cut down on meeting time. We now make more agreements during shorter one-on-one conversations.”

Is your model applicable in other companies as well?

Deca: “We aren’t going to shout from the rooftops that our choice is the only way. But if our example inspires others, that’s great. We believe this is possible in many companies. Perhaps more in knowledge-based companies like ours than in production companies where the assembly line sets the pace.”

You are a small company. Do you think this is possible in large companies?

Deca: “I don’t think size is a factor in this story. Our approach is perfectly scalable. In fact, this is proven by similar examples abroad. It’s easier to be flexible with time in a small company. But it is also more difficult for us if one of our four employees is absent than when one employee out of 100 is absent in a large company. Each company has its own opportunities and challenges.”

Never Work Alone 2024 | Author: Jan Deceunynck | Photo: Shutterstock