In the United States, these transitions are often preceded by successful pilot programs. Amelia Ailey, who currently serves as the director of systemwide student wellness at the University of Tennessee System, oversaw such a pilot at her previous institution, the University of South Florida. During a 12-week trial, employees were given the option to move to a "4×10" schedule—working four 10-hour days—or a "9/80" model, which involves working four nine-hour days and one eight-hour day to earn one day off every other week. The results were overwhelmingly positive. Every supervisor involved in the pilot reported that productivity either held steady or improved, and 100 percent of them expressed a desire to continue the program permanently. Ailey emphasizes that the key to success was trust and communication, facilitated by tools like shared calendars and clear discussions about availability. She describes the pilot as one of the most impactful well-being initiatives of her career, proving that flexibility and operational continuity are not mutually exclusive.
D’Youville College in Buffalo, New York, has taken perhaps the most radical step by implementing a permanent 32-hour workweek. Unlike the 4×10 model, which still requires 40 hours of labor, D’Youville transitioned to four regular workdays without a loss in pay. This shift began with a 2021 pilot initiated by the college president and has since become a cornerstone of the institution’s culture. Danielle W. Nesselbush, the dean of students and Title IX coordinator at D’Youville, observes that the shorter week has actually made the university more efficient. With only four days to accomplish their tasks, staff members have become more intentional with their time, streamlining meetings and finding innovative ways to improve processes. While the 36-hour week is briefly suspended during high-stakes periods like graduation week or the start of the August term, the policy has remained a permanent fixture for five years.
Despite the documented benefits, proponents of these policies often encounter skepticism from those who believe such changes are impossible in their specific institutional environment. To the "naysayers," Beaulieu offers a piece of advice: start small. She argues that flexibility and accountability are not opposing forces but can coexist harmoniously. Providing flexibility does not mean lowering expectations; rather, it is an expression of professional trust. When an organization treats its employees like professionals by giving them control over their time, employees are often more motivated to meet their responsibilities and serve the organization well in return.
Ultimately, while a birthday holiday or a four-day workweek cannot fix a fundamentally toxic work environment, these policies represent a significant shift in how institutions view the "total compensation" of their staff. For Jessi Gold and many others in the field, the most radical HR policy is not a new insurance plan or a branded lanyard, but the simple gift of time. In an era of high burnout and emotional exhaustion, the ability to step away from the screen and celebrate one’s life is a perk that resonates far longer than the day itself.
