In Brief (TL;DR)
Beyond smart working, flexible work offers a range of opportunities, from the 4-day week to personalized schedules, to improve employee well-being and company productivity.
An analysis of different models, from the 4-day week to part-time work, to understand the tangible benefits for companies and employees.
We will explore the benefits of these innovative models for both employee well-being and business competitiveness.
The devil is in the details. 👇 Keep reading to discover the critical steps and practical tips to avoid mistakes.
The world of work is undergoing a monumental transformation. With the emergency phase that mandated smart working behind us, companies and employees are now searching for a new balance. Flexibility has become one of the main demands in today’s job market. It’s no longer just about choosing where to work, but also when and how. The fixed schedule and the five-day week are no longer the only options. New models, such as the 4-day week and flexible hours, are also gaining ground in Italy, promising to improve employee well-being and, at the same time, company productivity.
This guide explores forms of flexible work that go beyond the concept of smart working, analyzing how they are being integrated into the Italian and European markets. Special attention is paid to the Mediterranean cultural context, where the tradition of a “job for life” clashes with the drive for innovation. The goal is to provide a comprehensive overview for employees and companies to confidently navigate the opportunities of the future of work.
Beyond Smart Working: The New Faces of Flexibility
When we talk about flexibility, the first thing that comes to mind is smart working. However, the concept is much broader and primarily involves two dimensions: place (where) and time (when). While smart working has revolutionized the perception of the workspace, today’s innovation is focused on time management. Models like the 4-day week, flexible hours, and results-oriented work are emerging as concrete alternatives to the traditional 9-to-5 schedule. These approaches aim to shift the focus from the number of hours spent in the office to the quality of the results achieved, promoting a greater sense of autonomy and responsibility. The underlying idea is that a happier, more rested employee is also a more productive employee.
The 4-Day Week: Work Less, Produce More?
The 4-day workweek, usually structured with the same pay, is one of the most talked-about models. The idea isn’t new, but it has gained popularity after successful experiments in countries like Iceland and the United Kingdom. The goal is ambitious: to increase productivity and well-being by reducing working hours. Proponents claim that an extra day off per week reduces stress and the risk of burnout, improves work-life balance, and encourages employees to optimize their time by eliminating distractions. Studies have shown that workers can be just as, if not more, productive in a more concentrated timeframe.
In Italy, several large companies have launched trials. Intesa Sanpaolo has voluntarily introduced a 4-day, 9-hour-per-day week. Lamborghini has signed an agreement to reduce weekly hours, alternating between four and five-day weeks. Luxottica and Lavazza have also launched pilot projects with Fridays off or reduced hours. These initiatives, closely monitored by institutions like the Polytechnic University of Milan, represent an important testbed for assessing the impact on productivity and well-being in the Italian context.
Flexible Hours and Results-Oriented Work: Autonomy and Responsibility
Flexible hours are another highly valued form of flexibility, allowing employees to independently manage the start and end of their workday while still respecting a total number of hours. This model, often combined with smart working, offers a significant advantage in terms of work-life balance. For example, it allows employees to avoid rush-hour traffic or manage family commitments without needing to take time off. The key to success lies in evaluating employees based on the goals they achieve, not on their hours of attendance.
This approach is closely linked to results-oriented work, a philosophy that completely dismantles the concept of a fixed schedule. In this model, what matters is not “how many” hours you work, but “what” you produce. Some companies, including in Italy, have begun to eliminate time clocks, giving teams the freedom to organize themselves to complete projects. This paradigm shift requires a strong culture based on trust, individual responsibility, and teamwork. As one entrepreneur who adopted this model points out, “if a person is serene and well in their private life, they can also perform better in front of the computer.”
Advantages and Challenges in the Italian Context
Adopting flexible work models brings numerous benefits for both employees and companies. However, implementation is not without its obstacles, especially in a labor market like Italy’s, which is characterized by strong tradition and a corporate culture often tied to monitoring physical presence.
Benefits for Employees and Companies
For employees, the most obvious advantage is a better work-life balance. Having more time for family, hobbies, or simply to rest reduces stress and increases overall satisfaction. This translates into greater motivation and a stronger bond with the company. It’s no coincidence that, according to the Randstad Workmonitor, 87% of Italians are unwilling to tolerate a job that is incompatible with a good quality of life.
For companies, the advantages are just as tangible. A more motivated and less stressed employee is a more productive employee. Flexibility also becomes a powerful tool for talent attraction and retention: in a competitive market, offering a 4-day week or flexible hours can make the difference in attracting and retaining top talent. Finally, optimizing time and space can lead to a reduction in operating costs, such as those related to utilities and office management.
Tradition vs. Innovation: The Mediterranean Cultural Challenge
Despite the benefits, Italy lags behind other European countries in adopting flexible work. According to the Arval Employee Mobility Survey, only 53% of employees in medium and large companies in Italy have access to smart working, the lowest figure among major European countries. The Mediterranean work culture, historically based on physical presence and hierarchical structures, struggles to embrace a model based on autonomy and trust. The shift from an evaluation based on hours worked to one based on results requires a profound change in mindset, for both managers and employees.
Another obstacle is the nature of certain sectors. In fields like healthcare, food service, retail, or manufacturing, where physical presence is essential, implementing models like the 4-day week is more complex. However, the examples of Luxottica and Lamborghini show that with innovative union agreements and careful reorganization, it is possible to introduce greater flexibility even in production departments. The challenge lies in finding tailored solutions that balance production needs with employees’ desire for well-being.
The Regulatory Framework and the Future of Work
The transition to new work models is supported and regulated by an evolving regulatory framework. In Italy, the “Agile Work Act” (Law no. 81/2017) provided the initial framework for smart working, defining it as a way of carrying out subordinate employment based on an agreement between the parties, including with forms of organization by phases, cycles, and objectives, and without precise constraints on time or place of work. More recently, the political debate has also opened up to the 4-day week, with some bills introduced in Parliament to experiment with a reduction in working hours for the same pay.
These legislative initiatives, combined with the push from companies and employees, outline a future where work will be increasingly smart—not just in the sense of ‘remote,’ but of ‘intelligent.’ A future where technology will enable agile organizational models and corporate culture will reward responsibility and results. To tackle this transformation, it will be crucial to invest in digital skills and soft skills, such as time management and autonomy, and to promote a new leadership style capable of guiding teams toward achieving common goals. This path will not only improve productivity but also help create a healthier and more motivating work environment, helping to prevent phenomena like burnout.
Conclusions
Flexible work, in its various forms, is no longer a passing trend but a structural component of the modern labor market. From the 4-day week to flexible hours and results-oriented work, Italian companies are beginning to explore concrete alternatives to the traditional model, driven by the need to attract talent and improve productivity. Although the path presents significant challenges, mainly related to a work culture still rooted in monitoring presence, the benefits in terms of employee well-being and company performance are clear.
The transition requires a cultural paradigm shift: moving from measuring time to measuring results, from hierarchy to trust, from control to autonomy. The ongoing trials, from Intesa Sanpaolo to Lamborghini, show that innovation is possible even in complex and traditional contexts. For employees, this means embracing a more responsible, results-oriented approach; for companies, it means rethinking organization and investing in modern leadership. Looking to the future of work, flexibility will not just be a benefit, but the key to building resilient, innovative, and humane organizations.
Frequently Asked Questions
There are several flexible work arrangements that go beyond simple remote work. Among the most common are the **4-day week**, which condenses work hours into four days instead of five, and **flexible hours**, which allow an employee to choose when to start and end their workday within defined time bands. Other options include **part-time work**, **job sharing** (where two people share a full-time role), and **project-based work**, where collaboration is tied to the completion of specific goals.
The most appreciated advantage is a **better work-life balance**. Having more autonomy in managing one’s time helps reduce stress and the risk of burnout. This translates into increased personal satisfaction and motivation. Additionally, flexibility can lead to cost and time savings by reducing commutes.
Companies that adopt flexible work models often see an **increase in productivity** and employee motivation. Offering flexibility makes the company more attractive in the job market, facilitating **talent acquisition and retention**. Another tangible benefit is the potential reduction in operating costs, such as those related to office space and utilities. Finally, a work environment based on trust and autonomy can stimulate creativity and innovation.
In Italy, the regulation of flexible work is largely delegated to **collective bargaining agreements (CCNL)** and company-level agreements. For example, the law establishes a standard workweek of 40 hours, but collective agreements can define different arrangements, such as flexible or multi-period schedules. For the 4-day week, there are bills under discussion, but for now, its adoption is the result of voluntary initiatives by individual companies, as in the case of Intesa Sanpaolo.
Yes, every employee has the right to request a more flexible work arrangement. It is advisable to first discuss it with your direct manager and then, if necessary, with the Human Resources department. To increase the chances of success, it’s helpful to prepare a detailed proposal that highlights not only the personal benefits but also how the new arrangement could benefit the company, for example, in terms of productivity and goal achievement. Proposing a trial period can be a good strategy to overcome any resistance.
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