ID005 Reduced Working Hours Proposal

The Idea

As the University shapes its future strategic direction, this is an ideal moment to explore a reduced-hours working week for staff with no reduction in salaries. Advances in AI, automation and digital technologies are already beginning to streamline routine tasks, increase accuracy and enhance efficiency across both academic and professional services functions. These changes will only accelerate, meaning staff time can increasingly be spent on higher-value activities rather than repetitive administrative work.

Instead of using productivity gains solely to increase outputs, the University has an opportunity to reinvest some of this benefit into wellbeing, retention and long-term sustainability by piloting shorter working weeks. A four-day week, a 4.5-day week or a hybrid five-day/four-day rotation would position Keele as a sector leader and a forward-thinking employer that proactively adapts to the evolving nature of work.

Evidence from UK and international trials shows that reducing hours does not harm productivity and can often improve it while also reducing burnout, sickness absence and turnover. Evidence for reduced-hours working in higher education remains limited, with most robust trials emerging from commercial sectors. This presents an opportunity for Keele to act as a first mover within the sector. A structured pilot, potentially beginning within Professional Services and expanding through partnerships such as Midlands Innovation, could generate sector-leading insights and attract external interest, such as Research England.

Offering improved work-life balance would help staff manage personal and family commitments, support mental and physical health and create an even more motivated and engaged workforce. Introducing this model, supported by wellbeing activities and access to leisure facilities, would align with Keele’s values and strengthen the staff community.

It is important to note that while existing flexible working arrangements can support better work-life balance, they do not always guarantee genuine rest. Staff may still feel pressure to work outside their core hours, respond to messages during non-working time or compensate informally for busy periods, all of which can undermine wellbeing. A reduced-hours working model offers a clearer benefit by providing predictable, dedicated non-working time that is protected across the organisation. This structure reduces the risk of work “spilling over” into personal time and helps create healthier boundaries, ensuring that productivity gains from AI and digital tools translate into real improvements in wellbeing rather than simply redistributing workload.

AI and digital tools should be used to remove routine administrative work, freeing staff time for higher-value tasks. In teaching, AI should only enhance learning and not replace the quality or personal interaction students expect. By reducing low-value administrative demands rather than diluting academic or student-facing work, Keele can make a strong case for a reduced working week without compromising standards. Work should also be done to ensure all stakeholders are included in the discussion, ensuring that students continue to have a voice in how their courses are taught.

As automation gradually reduces the need for some administrative roles, the University may see a corresponding growth in people-centric services, such as security, wellbeing and leisure provision, where physical presence and human interaction remain essential. To manage this shift responsibly, Keele should support staff through targeted upskilling so they can adapt to emerging AI-enabled roles and contribute to areas where human expertise continues to be critical.

Why This Idea Should Be Considered

A reduced-hours working week aligns with Keele’s long-standing commitment to wellbeing, sustainability and innovation. With AI and digital tools already increasing efficiency, the University can lead the sector by reinvesting technological gains into improved working conditions. UK trials of four-day working weeks consistently show stable or increased productivity alongside reduced stress, better retention and stronger organisational culture.

In a challenging recruitment environment, adopting progressive working practices would also enhance Keele’s competitiveness as an employer of choice. This approach supports staff health, reduces burnout and reinforces the University’s values by placing people at the centre of modernisation and future planning.

This proposal supports several UN Sustainable Development Goals by using AI-enabled efficiencies to improve staff wellbeing and create healthier working patterns. It aligns with SDG 3 (Good Health and Wellbeing) through reduced stress and better work-life balance, and SDG 8 (Decent Work and Economic Growth) by promoting fair, modern employment practices. By adopting responsible digital innovation, it also supports SDG 9 (Industry, Innovation and Infrastructure), ensuring that technological advances benefit staff and the organisation sustainably.

How We Would Implement This Idea

Keele could begin with a voluntary, department-level pilot. Clear objectives, productivity baselines and wellbeing measures would ensure robust evaluation. Managers and staff could collaboratively redesign workflows, using AI and digital tools to streamline processes and protect service quality.

Consultation with HR, unions and leadership would help develop consistent principles while allowing flexibility between teams. The pilot could run for 6–12 months, supported by training, workload planning and complementary wellbeing initiatives such as improved access to leisure facilities and organised staff activities.

What Success Would Look Like

Success would mean maintaining or ideally improving productivity while significantly enhancing staff wellbeing, job satisfaction and work-life balance. Measures might include reduced sickness absence, lower turnover, stronger recruitment outcomes and positive feedback from both staff and managers.

Teams would report improved focus, creativity and morale, with no decline in service standards or teaching quality. Successful implementation would also demonstrate that AI and digital tools are effectively supporting streamlined workflows. Ultimately, success would be a sustainable, scalable working model that enables Keele to lead the sector in innovation, strengthens the sense of community and reinforces the University’s reputation as a supportive and forward-thinking employer.