The four-day working week is becoming an increasingly viable option for global businesses in 2024. While not compatible for some, it can be a tangible option for companies looking to improve efficiency and staff well-being and provide an edge in the ongoing talent search.
One of the first to take the step in the igaming industry, BetGames embarked on its trial of the much-vaunted working format in September 2024. CEO Andreas Koerberl and Head of HR Lina Pasiskevice share their thoughts on the success of the experiment, and offer their insight into how it has impacted the day-to-day operation.
CasinoBeats: What key trends push more companies, especially in igaming, to explore this model?
Andreas Koerberl: We consider ourselves somewhat of an underdog in a hyper-competitive environment, and since the COVID-19 pandemic our workforce has become global. A four-day workweek is an interesting experiment for us to become more attractive as an employer, by providing an invaluable incentive to our people.
Igaming still has a stigma, and just throwing more cash at people isn’t sustainable in the long run. The market for senior staff is still hot and developing areas like AI receive much of the available attention and investment, hence we as an igaming industry need to innovate in the field of HR first.
CB: What productivity trends have emerged since BetGames adopted the four-day workweek? How do you measure success in terms of both business outcomes and overall employee performance?
AK: We reached the halfway point of the pilot at the end of September, and we have measured over 30 KPIs across employee satisfaction and belonging, productivity (accounting for 14 on its own), mental health and motivation, partner satisfaction, employee retention and employer branding attractiveness.
It is still early days, and we must consider that July and August, two out of three months, were the peak vacation season. The big news is that, so far, we haven’t recorded a decline in most productivity KPIs – some teams thrive, some struggle and overall performance seems to have maintained itself at the levels we experienced before the trial. However, Q4 is always the busiest period of the year, so this will be the ultimate measure.
What we have seen is an improvement in cross-team alignment based on the qualitative KPIs (measured through interviews) we track – something that comes intuitively with having people back in the office.
CB: What lessons have you learned so far, and what advice would you give based on BetGames’ experience with the pilot?
AK: The beauty of social science is that the correct answer always is ‘it depends!’ Every company needs to acknowledge its position in the market – we are an underdog, and that isn’t necessarily a bad thing as it forces you to reinvent yourself periodically.
The office-based four-day workweek may not work for every igaming organisation, but the advice I would give is simple: understand what makes a positive difference for your people. In our example, I briefed the leadership team on three major aspects:
- Fair compensation – meaning a competitive salary that we benchmark frequently with agencies.
- Meaningful benefits – which in our case is a top-notch private health insurance for everyone and the four-day workweek.
- Don’t tell them how to do their job!
In my 18 years working in the software business, I’ve never met a mid-level or senior person who stuck with a company because of great parties and free pizza. Of course, we celebrate and offer other benefits when commercial performance allows for it, but these are add-ons and won’t prevent attrition if numbers one and two are missing.
Long story short, make sure whatever you do is meaningful to your people. You don’t need 20 benefits. Do less, but make sure it’s done properly.
CB: What steps has the HR team taken to ensure smooth transitions and maintain a positive work environment during this pilot?
Lina Pasiskevice: We actively involved our employees from the very beginning to ensure a smooth transition into the four-day workweek pilot. We collected input regarding office reshaping, workspace equipment, and office maintenance to create a comfortable and productive environment. Relaxation zones were also implemented to support employees during longer workdays.
Additionally, we introduced perks such as gym memberships, team-building budgets, an employee recognition programme, and a play zone in the office, which all contribute to fostering a positive work-life balance. To address potential challenges like stress or scheduling conflicts, we continuously track employee satisfaction through surveys and promptly act on any feedback to ensure a smooth process.
CB: Have there been any specific feedback or trends from employees that stand out?
LP – It’s still early in the pilot project to draw definitive conclusions, as the start coincided with the summer vacation period when many employees were out of the office. So far, we haven’t observed any major shifts in team morale or well-being, from the feedback we’ve received.
However, from what we’ve heard so far, employees are enjoying the additional free day, using it to pursue personal hobbies, recharge, or take advantage of longer weekends for getaways. The feedback has been constructive, and we anticipate a clearer picture as more employees return from vacation and settle into the new routine.
CB: Has the feedback from employees led to any changes or improvements in how the four-day week is structured?
LP – At this stage of the pilot, one of the key insights is the importance of regularly engaging employees and addressing their needs in real time. By sending out bi-monthly surveys, we have been able to stay in tune with employee satisfaction and quickly adapt where needed.
Although we haven’t made significant structural changes yet due to the timing of the project, we expect to gain more valuable insights as the second half of the project progresses, allowing us to make further refinements if necessary based on our analysis.
