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HR reports positive employee feedback on 4‑day workweek; council asked for continued monitoring
Summary
Human Resources presented survey results indicating that employees on the 4‑10 schedule report higher productivity and improved work‑life balance. Staff noted updated policies, oversight procedures and continued five‑day coverage for City Hall; council members asked for ongoing measurement of resident service levels.
City Human Resources provided an update on the city’s four‑day (4x10) workweek program during the Feb. 10 study session, reporting generally positive employee feedback and steps to ensure consistent service delivery.
Jeffrey Ross, Director of Human Resources, said employees on a 4‑10 schedule rated their productivity higher than under a five‑day schedule and reported improved work‑life balance; qualitative comments emphasized additional uninterrupted work blocks and more effective rest/recharge. Ross said the city updated policies, applied written workflows for laddered approvals of alternate schedules, and ensured consistent five‑day front‑line coverage to prevent gaps in customer service. The customer‑service team’s most recent Net Promoter Score (NPS) for on‑site service was cited at 94 (staff reported this as an internal metric derived from resident feedback).
Nut graf: HR characterized the 4‑10 program as popular and operationally sustainable so long as supervisors apply updated policies consistently and maintain departmental coverage. Council members asked for regular performance metrics to confirm resident service levels remain steady.
Data highlights: Staff reported that among employees eligible to work a 4‑10 schedule (excluding most public safety shifts), approximately 75–80% had chosen the 4‑10 option; the program was cited as a factor in employee retention decisions, though staff noted that full predictive retention modeling requires multivariate analysis. Response counts for public safety schedules were small in the survey (staff cited roughly 20 responses from fire and seven from police, not statistically significant for broad conclusions). Ross emphasized training for supervisors on expectation‑setting and consistent application of scheduling policy.
Council follow‑up: Council members praised the presentation and requested that HR continue periodic measurement of both employee experience and resident service metrics and return with updates if any service gaps are detected.
