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HR leaders are facing a tough business climate in 2024. Inflation pressures, rising borrowing costs and an uncertain economic outlook are converging to raise the stakes on our core mission of engaging and retaining talent. And in this environment, the last thing a business wants to do is hire new workers to replace the ones who quit. Employers spend an average of 33% of a worker’s salary to replace them. In 2024, the C-suite will ask HR: How can we make employees want to stay? In a Paycor survey of nearly 6,000 professionals, we found that company culture is the top driver of retention. Now, “company culture” can mean a lot of things. It’s the entire employee experience, from hire to retire, and that can seem overwhelming. So let’s make it simpler and take a closer look at one key aspect of culture—how a company supports its people. What does a supportive company culture look like in 2024? To some degree, that answer depends on your organization, industry and employee population. But if we step back and look at the big picture, I think this year it’s going to come down to three key pillars of support. If your company can answer yes to the following questions, I believe you can retain your most valuable employees and lay the groundwork for stronger engagement and performance. 1. Is DE&I in our company’s DNA? Employees don’t want to just work for a company anymore; they want to feel like they belong. In 2024, creating a truly inclusive environment is going to require more than a single program or initiative. A sense of belonging is a company-wide mission. The former CEO of Pepsi, Indra Nooyi, said it best: “Diversity is a program. Inclusion is a state of mind.” No one person or department can singlehandedly create a state of mind. ” According to industrial anthropologist John Shook, cultural change starts with behavior change. As HR leaders, we’re at the center of most if not all company-wide conversations. We have daily opportunities to set the tone for communication, holding space for diverse voices and acknowledging inequities if and when they come up. Don’t underestimate the power of leading by example, especially when it comes to allyship. Over time I believe these small, habitual actions will cause a ripple effect, leading to a more inclusive culture, at work and everywhere else. 2. Does our company support mental health in a meaningful way? Ever since 2020, workers have had a completely different attitude toward mental health. It’s common knowledge that “the pandemic changed everything,” but I think it’s worth pausing to appreciate just how much our understanding of mental health at work has evolved. For one thing, employees now expect employers to actively support their mental health. In fact, 80% say this is a serious consideration when they’re looking for a new job, and insurance that covers mental health treatment is now the baseline. Employers can stand out with flexible scheduling so employees can see a therapist or by letting people take sick days for mental health reasons. I think these practices will be increasingly important in 2024 and beyond, as more and more American workers start seeking out mental health care. 3. Does our company support financial wellness? Financial health doesn’t exist in a vacuum­—and it’s a major concern for most workers. We already know that stress about money can cause depression and anxiety, decrease productivity and harm relationships. When your employees are worried about making ends meet, there’s a snowball effect. It takes a toll on everyone at the company, their families and the business itself. Salary increases are one obvious solution, but they’re not always possible. And more importantly, they aren’t everything. A staggering 80% of workers want additional benefits that focus on their financial health. In 2024, I predict employers will start offering more holistic resources to help employees plan for the future. This means something a little different for every organization. For example, if your team is mostly made up of college-educated Millennials, they’re probably concerned about managing student debt. In that case, you could host a class on refinancing loans or offer a 401(k) match for regular loan repayments. Be sure to find options that are relevant to your employees. By choosing the right resources for your particular team, you get to show them you understand and care about their needs. Put it all together. When you add them all up, these trends are greater than the sum of their parts. And they all support each other. By working on any one of these areas, you can potentially improve all three. By offering resources around DE&I, mental health and financial wellness, HR leaders can foster a truly supportive company culture. In that welcoming environment, your people can feel empowered to learn, grow and share their unique strengths at work.

Before we begin, I highly recommend you put yourself in the job seeker’s seat. Go ahead and search for a role you plan to be hiring for. Where do you start? What do you type? What looks worthy of your time to engage with? Note this process. The tips below can only help if you know where to get in front of the candidates. The steps you just went through will often be where your ideal candidates spend their time as well. 1. Enhancing company culture A compelling company culture is one of the most significant draws for potential candidates. But what does this mean in practice? 2. Building an employer brand An employer brand is like a beacon that attracts applicants aligned with your company’s mission and culture. The right employer brand fosters a stronger sales and partner ecosystem as well. 3. Offering professional development opportunities Professional growth is often at the top of candidates’ wish lists. Here’s how you can meet that desire: 4. Implementing flexible work arrangements Flexibility is key in the modern workplace: 5. Creating a growth-focused workplace By instilling a growth mindset throughout your organization, employees feel inspired to continuously improve. Take the time to define and celebrate growth. 6. Culture marketing Effectively marketing your company culture can turn current employees into brand ambassadors. Attracting great people to your organization is not an overnight success story. It takes thoughtful, intentional design and dedicated time. Companies that take an innovative and intentional approach to fostering a culture that deeply appeals to current and potential employees can set themselves apart in the competitive landscape. By adopting these strategies, you not only lure superior talent but also lay the groundwork for a robust, vibrant, and enduring workforce. Remember, it’s not just about hiring talent — it’s about nurturing a community that wants to build the future with you.

Working from home might have become a real blessing for people during the pandemic but there are many offices that are reluctant to continue this culture. The pandemic might have brought negatives, but it gave rise to the work-from-home culture, which was not as popular before as it is now. Countless employees of different companies and organizations started doing their job from the comfort of their homes. All they needed was a steady internet connection and a device such as a laptop or desktop. It reduced the stress and hassle people usually endured while commuting to their offices. The option of working from home not only saved their valuable time but also provided them with a good deal of their income as well. But lately, some companies have started to oppose the work-from-home practice. A Reddit user, u/Yeppery Yepstein, has the perfect explanation for it. 0 of 53 secondsVolume 0% “My guess about the real reason so many companies are starting to oppose remote work/WFH,” the post was titled. “I’ve seen the surface reasons for why a company would oppose WFH, but I don’t buy that as the entire reason. It’s more than just about real estate, ‘face time,’ or helping the new hires acclimate better. The opposition to WFH is because WFH challenges the culture of fear that is used to keep workers working, underpaid, and stuck,” the person wrote. “It’s like companies are mostly all indirectly in collusion with one another because they see and know the threat of working at home. It shifts the power that is almost entirely stacked at the feet of the employer over to the worker. They don’t care about productivity. They mostly care about the veneer of productivity with an actual prerogative of control and to a certain extent: demoralization. If you are demoralized, you will more easily lose sight of your value and you will become complacent with that ‘competitive’ wage,” the person added to his explanation. “The real opposition to WFH, I believe, comes from the same visceral place within employers that oppose unionizing. The West, particularly the United States, is extremely sick in terms of labor and cultural practices.” The post sparked heavy debate among the Reddit community as countless people showed up to share their opinion. u/Bitbatgaming wrote: “That too, and corporate real estate is actively losing money if they don’t have an office!” u/cptahab36 responded to this by writing: “Corporate real estate is the real reason. Needing to control people is the rationale the managers will support, but the capitalists just want to keep their value and probably don’t care as much about that.” u/LeslieFH shared the power a worker gets by operating from their home and commented: “WFH increases the choice available to workers, which means more bargaining power, which means higher wages. Higher wages for workers equals lower profits for shareholders. This is a class war, pure and simple, real estate issues are secondary.” u/Stage_Party added: “It also threatens the management positions. You would have less need for managers if staff are working from home since you’d easily be able to see their productivity. Managers tend to cause problems so they can create a solution to appear relevant. WFH is one of the biggest threats to their high-paying jobs and they don’t like it.” u/Equilibriator remarked about the faulty management system and wrote: “It threatens management who don’t know what their employees are doing and instead rely on ‘checking in’ and making sure you are doing ‘something’. They know you could be doing nothing or everything and not tell and for some reason, the work getting done isn’t enough.” According to Forbes, as of 2023, 12.7% of full-time employees work from home, while 28.2% work a hybrid model around the globe. Reports suggest that by 2025, an estimated 32.6 million Americans will be working remotely, which equates to about 22% of the workforce. About 16% of companies are already fully remote, operating without a physical office. These companies are pioneers in the remote work paradigm, highlighting the feasibility of such models and paving the way for others to follow.

Bad habits could be what’s holding you back. As someone who has coached and advised managers and executives for over a decade, I have come to understand that good habits are crucial for achieving success. I practice this myself because bad habits can become too difficult to break over time and can hold you back. Changing bad habits at any age or stage of your career journey is possible. However, the process becomes much easier when you can resist making the wrong choices due to external factors, such as your surroundings, existing patterns, and daily routines. In other words, your current environment can trigger specific thoughts, desires, and unwanted behaviors, leading you to do things you don’t want to do and hinder your progress. 3 Habits to Acquire The biggest challenge for anyone is to retrain their brain to make better choices. It is simpler than you may think. The first step is to avoid thinking you must change your entire world. There are three good habits that you can adopt to ensure lasting change. 1. Start your day unplugged In the past, I used to wake up in the morning with my phone right next to me on the bed. My mind was conditioned to grab the phone within seconds of waking up and checking my notifications and emails. This habit disrupted my peace, and I started my day without taking a moment to meditate, pray, reflect, and plan. However, I learned to retrain my brain and clear my head each morning by putting my phone in another room (airplane mode) to avoid temptations. Starting the day peacefully has become crucial, followed by a healthy breakfast and a short outdoor exercise routine, such as taking a brisk walk, to get energized for the day ahead. 2. Learn from people smarter than you Entrepreneurs and leaders in influential positions often believe they have all the answers to solve complex problems. However, they cannot do it alone. Yet, many try to do so by relying on their oversized ego without listening to and considering the advice of others. Billionaire Warren Buffett, CEO of Berkshire Hathaway, has always advised that success depends on surrounding yourself with the right people. He suggests that “you will move in the direction of the people that you associate with. So it’s important to associate with people that are better than yourself.” As the famous saying goes, we become the average of the five people we spend most of our time with. Therefore, it’s essential to associate with those who are further along the path and who can help us learn new things, grow, and advance our careers. 3. Make time to think Neglecting self-care is one of the biggest mistakes any leader can make. We might spend a lot of time meeting with others and caring for our teams or business, but it’s just as important to set aside time for ourselves to think and reflect. Research published in the book Deep Work: Rules for Focused Success in a Distracted World suggests that blocking off time for yourself gives us the space to focus on deeper thoughts rather than just reacting to immediate issues. If finding time for yourself to think is challenging, try delegating less essential and time-consuming tasks to others.

Heading into a job interview without a plan for structuring your answers is a bad idea. But nearly as bad is going in with a plan that’s outdated and inadequate to the task. Most candidates have at least a passing familiarity with the STAR Method for answering interview questions. With this approach, you begin by setting the scene (Situation) and outlining your role (Task), then describe the specific actions you took (Action), and finally, highlight the results or outcomes of these actions (Result). There’s nothing egregiously wrong with that approach, but it neglects three of the biggest characteristics that interviewers want to see these days: emotional intelligence, coachability and growth. In fact, research has found that coachability and emotional intelligence are two of the biggest reasons why new hires fail. It’s not enough to say something like: “I was responsible for launching a marketing campaign (Situation & Task). I created a detailed plan and delegated tasks efficiently to meet the deadline (Action). The campaign was launched successfully and on time (Result).” Sure, you got the job done, but did you learn anything? How did you grow? Do you have the emotional intelligence to adapt to new situations? I’m going to suggest a more modern approach that adds a layer of introspection and learning: the SHER Method. SHER stands for Situation, Hurdle, Endgame, and Reflection. Given the importance of showcasing emotional intelligence in today’s job market, the SHER Method gives you a chance both to structure your answers and to show off your capacity for self-awareness, coachability and growth. Imagine that a candidate was asked to describe a time they received tough feedback from their boss. Let’s look at how they could answer the question using SHER. Situation (Setting the Scene) Initiating your response, it’s important to set the context by detailing a specific situation in which you were involved. Use first-person pronouns and past-tense verbs to create a connection with your story, focusing on the events without delving too much into the obstacles at this stage. Example: “I had been given an assignment to do a quick demo for a boss. The instruction I received was unclear.” Hurdle (Acknowledging the Challenges) In this phase, highlight the specific challenges you encountered. SHER method allows for a clear distinction between the situation and the hurdles faced, enriching your narrative with depth. Example: “I assumed I knew what the topic was and prepared a broad and technical presentation. This was not the presentation the director wanted. He gave me some tough feedback.” Endgame (Solving and Overcoming) Next, articulate how you addressed these challenges. This is your moment to demonstrate your problem-solving abilities and proactive approach. Example: “I realized my failings: One, I didn’t ask for clarification. Two, I didn’t ask the advice of my team. I was given the opportunity to do the presentation again. This time, I prepared the correct information and rehearsed and got feedback from my team members.” Reflection (Continuous Growth) Conclude by reflecting on how this experience has influenced your professional growth. This introspective step is crucial as it shows your ability to learn from experiences and evolve. Example: “Reflecting further on this experience, I recognized the critical importance of effective communication and teamwork in ensuring project success. The initial setback highlighted my tendency to work in isolation, underestimating the value of collective input. After receiving feedback, I actively sought my team’s perspectives, which not only improved the quality of the presentation but also fostered a more collaborative work environment. This experience taught me to value diverse viewpoints and to never underestimate the power of asking for help or clarification.” Notice how you can really see the growth and evolution of this candidate? And how the story they share is more captivating because it has a dramatic arc? The SHER Method offers candidates a more nuanced and reflective approach to interview responses. By focusing not only on the actions taken but also on the challenges faced and lessons learned, candidates can present themselves as thoughtful, proactive, and growth-oriented professionals. So, the next time you’re preparing for a job interview, really reflect on what you’ve learned from your various challenges. It’ll impress your interviewer and highlight your emotional intelligence, coachability and growth.

If you’ve just applied for a job, former Google recruiter Nolan Church recommends emailing the CEO of the company to let them know you’re interested. “Probably 90% of the time, we took calls with those people,” he previously told  CNBC Make It. But there’s another step you can take to get noticed if you can’t find their contact info or feel a little intimidated to reach out: Find the company’s recruiter on LinkedIn and reach out to them. “I highly recommend” doing this, says former Disney recruiter and author of forthcoming leadership book, “Build Smart,” Simon Taylor. Here’s why he think this might move you ahead in the process. You’re doing them a favor’ Reaching out to a recruiter on LinkedIn is a great way to get noticed, Taylor says. “The recruiter’s job is to find people for these roles,” he says. And they have to go through dozens of resumes — sometimes more — to do that. If you truly believe you’re qualified for the role, “you’re doing them a favor by contacting them on LinkedIn and putting your name right in front of them,” he says. To find that recruiter, go to LinkedIn’s search bar and type in the name of the company and “recruiter,” “hiring manager,” “talent acquisition” or any other term you think would help surface the right people. LinkedIn will then offer up a list of professionals that match your search. ‘I’ve just applied to X title’ Keep your message to the recruiter short. Say, “Hi, I’ve just applied to X title,” says Taylor, and include the job ID number from the post you applied to. Then add a “quick summary of why you’re a great fit for that role,” attach your resume and thank them for their time. Altogether, write up to two sentences “to summarize your experience and relevance for the role,” he says. If the recruiter wants to know more, they can look at that resume you’ve attached or reach out. They’ll forward your message along Sometimes it’ll be hard to narrow down exactly which recruiter is responsible for hiring someone for the position you applied to. In that case, says Taylor, reach out to three or four recruiters. “People typically handle different types of departments,” he says, “so if someone gets an outreach from someone that looks qualified for a role” and they’re not the one responsible for hiring for it, they will forward it along to the right hiring manager. If, ultimately, those three or four people are not responding, “maybe you’re not the right fit,” he says.

– Patricia Lenkov Recruitment 101 includes references as a core component of a thorough hiring process. A GoogleGOOG +1.1% search of “references” yields infinite results. There is endless speculation on who to ask for references, how many are appropriate, and how to properly list them on a resume, among other ponderings on this topic. But for those of us in “the business,” there are a multitude of referencing misunderstandings and misuses: Actual Value of References. What do job candidates do when they are asked to provide references? No matter the job or the experience level, the process is the same: reach out to former bosses, peers, subordinates, or clients and ask if they can be included on the list of references. Of course, it goes without saying that those being contacted have a pleasant and positive relationship with the job candidate. When asked for references, no one reaches out to the boss who fired them or the peer they competed with. However, the job referencing process rarely considers this, and the hiring team has standard perfunctory conversations and checks the yes box, which is predetermined by the very process. This system has limited validity and value but is still standard operating procedure. References Don’t Belong on a Resume. References often show up at the bottom of a resume, and there are several main reasons why this is misguided: 1-Resumes are space-constrained. A resume is a document for demonstrating experience, accomplishments, and expertise. Each word must be carefully selected, and the space, including white space, must be deliberate. 2-Not only do references not belong on a resume, but the statement: “references provided upon request” is redundant. Recruiters and hiring managers know that references will be provided if and when requested. 3-References are often conducted on finalist candidates or towards the end of the recruitment process. As such, they do not need to be provided at the outset but should be ready to go upon request. This means a well-organized list with all contact details and a comment about the nature of the relationship. Each reference should also have provided permission to be contacted. Alternatives If references are biased and self-limiting, how can hiring companies and recruiters understand a job candidate’s performance, effectiveness, and ultimate hireability? Psychometric assessments and testing can add insights into a job candidate’s personality, style, and potential for cultural fit and are employed frequently. As a supplement to references, they can help predict job success with varying levels of accuracy. Professional background checks are also necessary and typically include degree verification as well. There is also another option. Sometimes misunderstood, back-channel, or blind references, when executed correctly, can provide vital and unparalleled data. Back-channel/blind references are obtained from individuals not provided by the candidate. These people have worked with the candidate and whom the recruiter or hiring manager finds independently. LinkedIn simplifies the process, and with some skill and patience, it can be possible to identify people who know the candidate but did not make it to the reference list. With more skill and expertise, speaking with these people and obtaining insights and information that may be more balanced and realistic than that from the highly cultivated reference list supplied is possible. However, this can also be somewhat controversial. There is an element of secrecy to this methodology, and if the candidate finds out, it can erode trust and ultimately lead to the candidate withdrawing from the process. It is also tough to cold call strangers for references and requires much skill and expertise to be successful. And, of course, confidentiality can always be compromised, and for those who are employed, this can be delicate and precarious. The bottom line is that recruitment and hiring are time-consuming and often challenging. It is best to plan in advance whenever possible and align with experts in the craft. Better yet, minimize turnover with a culture of opportunity, growth, challenge, and support.

One of the most difficult things to do is to brag about yourself. As leaders and professionals, we often get so caught up in the rush of getting things done, and keeping operations afloat, that we have little time for self-reflection and to appreciate our strengths. Consequently, when attempting to climb the career ladder into a new leadership or management role, it can be very hard to pinpoint what your strengths are and sell them effectively to your prospective employer. If you’re anxiously preparing for an upcoming job interview and are finding it difficult to answer the question, “What are your strengths?,” below are some tried and proven strategies to formulate your answer. (Bear in mind that although this article is primarily focused on interviews for leadership and management roles, these strategies can be applied to any interview.) Focus On The Job Description The fastest way to find out what you need to include in your answers is to look to the job advert, and specifically look out for the person specification section. This section is there to help you understand from the employer’s perspective, what they’re looking for in a stellar candidate, so take advantage of this tool. It’s not likely that you will be a perfect fit on exactly every bullet point listed in their candidate requirements, so you shouldn’t aim for 100% perfection or lie your way into their favor. Instead, identify as many areas of common ground where you see yourself match as possible. Some might be obvious, some less conspicuous, so take your time matching your experiences to each competency, and adapt your answer to the nuances of the role itself. Focus On The Employer Are there specific qualities that the employer values beyond the extent of the role itself? The only way to know is to study the company’s background, values, and mission. Look at their three- or five-year strategy published on their website or documents available online. Note specific areas where you have a competitive edge based on your knowledge or experience, in which you can contribute to bringing their strategy to life as their incoming leader or manager. Incorporating this into your answer will show the hiring manager that your strengths align with organizational goals and that you are needed to bring their vision to reality. Focus On The Numbers Talking about what you did is not sufficient; numbers show what you are capable of. Quantifying your strengths demonstrates to the employer that it’s more than theory or knowledge; you actually know what you’re talking about and have tangible experience of results. And of course, this is an essential prerequisite because as a leader or manager, driving results is of utmost importance. For example, if you mention that your strength is in boosting team productivity and efficiency, use a percentage that demonstrates by how much productivity was improved, and within what time period. Also include the team’s size in your answer so the interviewer has a clearer picture. Focus On Leadership And Management Skills If the job brief isn’t very detailed with regards to person specifications, think about relating your strengths to general leadership skills, such as strategic thinking, team-building and motivation, performance management, empathy, communication, and stakeholder relationship management. You can also think about tying in your skills to anticipated challenges or risks that could impact the success of the organization, demonstrating that you possess the critical leadership ability to think and plan ahead for crisis. For instance, talk about how you lead remote and hybrid teams, as this will be a strength for you as we move into a predominantly hybrid work model into 2024. Example Answer For “What Are Your Strengths?” “One of my main strengths is in leading high-performance teams and streamlining processes for them. When working as [previous job title] at [name of previous employer], I managed a team of eight that delivered a new healthcare initiative program. In this role I reduced unnecessary time being spent on repetitive tasks by 30%, and enabled two exceptionally high-performers to be promoted to more senior roles within the organization. I used my coaching skills to coach the other team members according to their strengths, resulting in us achieving the program objectives by the end of the year. I’m confident that my ability to drive measurable results, motivate and empower high performance in teams, and my eye for spotting process improvements will be valuable assets in this role for your upcoming project.” Remember, keep your answer focused on the employer, the job description, the numbers, and leadership and management competencies. Employers are looking to hire a superstar leader to motivate their teams and ensure organizational success in a dynamic market and workforce. You already have what it takes—but you need to be confident to articulate how.

In-person job interviews typically last between 45 and 90 minutes, according to job search site Indeed. In that time, you’ll probably be asked about your work history and be told about the role you’re interviewing for. When the interview’s over, It’s customary to send a thank you email to everyone who interviewed you within 24 to 48 hours — but if you want to go that extra mile, send a physical thank you note as well. “Hardly anyone does that ever,” says Vicki Salemi, career expert at Monster. But it can pay off — here’s why. It shows you ‘really put in the effort’ Interviewers likely speak with many candidates, many of whom will remember to sent over a thank you email after they meet. But most probably won’t send anything by snail mail. “A handwritten thank you note can help you stand out in the job interview process,” says Angelina Darrisaw, a former manager at Viacom and CEO of C-Suite Coach. “It can signal that you are willing to go the extra mile, which can be very attractive to potential employers.” When you see someone’s handwriting, it feels like you “really put in the effort,” says Salemi. Not only will they remember that you were willing to go a little further to show your gratitude about the interview and excitement about the role, but they’ll have a physical reminder of it sitting right in front of them. Salemi remembers the effect these notes had when she was a recruiter herself. “As we were determining who was going to get the job offer, I had that thank you note on my desk for at least a week,” she says. “And I always thought of that person.” ‘It’s a nice touch’ Your thank you note does not need to have any particular flair. “You can get boxes of note cards that just say ‘thank you,’” says Salemi. To get a physical mailing address, ask for a business card or see if there’s an address in the interviewer’s email signature. There might be an address on the company website as well, but be sure to include the name of their department on the envelope. When it comes to what to write, keep it simple and include variations of the following: Always double check your writing before you put it in an envelope to make sure there aren’t grammatical or spelling errors. Salemi recommends writing the note directly after the interview, once you’ve left the building — maybe in a nearby coffee shop — then dropping it off in the mail as soon as you’re done. “It’s a nice touch because then a few days later, the interviewers are busy with their normal work lives and they get this on their desk,” says Salemi. When it comes time to decide who’s right for the role, you will be top of mind.

South Africa recently concluded a pioneering experiment in work-life dynamics, being the first African nation to test a four-day workweek.  This six-month pilot was orchestrated by 4 Day Week Global, alongside local partners and included academic scrutiny from institutions like Boston College and Stellenbosch Business School. The program sought to assess the impact of shortening the conventional workweek on various aspects of professional life, according to 4 Day Week Global.  The outcomes have been overwhelmingly positive, with substantial benefits observed for both companies and employees. A majority of businesses involved in the trial have decided to continue with the reduced workweek after witnessing improvements in job satisfaction, productivity, and well-being. Companies reported an uptick in performance metrics, including a reduction in staff turnover by 11% and absenteeism by 9%, while revenues saw a weighted average increase of 10.5%. From the employee perspective, the response was equally favorable, with 90% of workers expressing a desire to maintain the four-day schedule. The value they placed on the shortened week was evident, as over half indicated they would require a 21-50% salary increase to consider returning to a five-day work schedule, and a significant fraction stated that no monetary incentive could persuade them to revert.  This initiative’s success points to a potentially transformative shift in the future of work, emphasizing the importance of flexibility and work-life balance. The results echo 4 Day Week Global’s U.K. study which showed an overwhelming majority of businesses (92%) that took part in the study said they intend to keep their four-day workweek.