In 2024, people aged 20–64 working in the EU spent on average 36 hours per week in their main job (full-time and part-time included). But there are quite some differences between countries: while the Dutch worked on average 32.1 hours per week, the Greek clocked up 39.8 hours. The Americans, on the other hand, work 33 to 34 hour weeks, but while this may seem lower than in Europe, less generous vacation policies compared with many European countries mean annual hours worked are higher in the U.S.
And then there is China with its infamous (and illegal) 996 culture (9 am to 9 pm, 6 days a week), which ultimately amounts to a 72 hour week. Not only is that substantially more than what Europeans and Americans work, but it also raises the question of productivity: How many working hours a week produce the best return?
Short answer: around 35–40 hours per week gives the best overall productivity for most knowledge and office work, as employees stay focused, make fewer mistakes, and recover properly. Studies from the OECD, the International Labour Organisation (ILO), and long-term productivity research show little to no productivity gain beyond approximately 40 hours of work.
Worse even for those working 45 to 50 hours per week: Hourly productivity drops sharply, as fatigue, errors, rework, and poor decisions increase. So our Chinese friends toiling in excess of 70 hours per week are definitely hard-working – but in the longer term are inefficient nonetheless.
So here’s a practical guide for your negotiation:
Your boss believes in a sacred equation: hours = productivity. This belief is ancient, powerful, and completely immune to evidence. But fear not. With the right tone, charts, and strategic use of concern, you can gently guide your boss toward the radical idea that shorter workweeks might actually make the company… better.
Step 1: Start With Numbers (They Love Numbers)
Begin by explaining that humans are not smartphones. Unlike batteries, we do not perform better the longer we remain plugged in. Casually mention that productivity per hour peaks around 35–40 hours per week. Don’t say why yet — just say “multiple studies.” Bosses trust unnamed studies the way sailors trust stars.
If questioned, nod gravely and say, “Diminishing returns.” This phrase has magical properties. It suggests both economics and inevitability.
Step 2: Praise Overwork, Then Gently Bury It
Acknowledge that long hours look impressive. Twelve-hour days create the comforting illusion of heroism. People are tired. Teams messages are sent at 11:47 p.m. The office lights glow like a lighthouse of dedication.
Then, gently ask why projects still take longer than planned.
Do not accuse. Simply wonder aloud. Bosses prefer mysteries to criticism.
Step 3: Introduce the Enemy: Fake Work
Explain that after about eight hours, employees do not stop working — they stop working well. They attend meetings that could have been emails. They write emails that should have been thoughts. They scroll while appearing thoughtful. This is not laziness; it is biology wearing business casual.
Point out that shorter workweeks compress effort. People focus. Meetings become suspiciously brief. Priorities appear. Miracles happen.
Step 4: Rebrand Rest as a Business Strategy
Never say “work less.” Say “optimize cognitive output.”
Explain that rested employees make fewer mistakes (which are expensive) Solve problems faster (which looks impressive) Quit less often (which saves money and sanity)
Mention burnout only once. Say it softly, like a legal risk.
Step 5: Use the International Comparison Trick
Casually mention that some countries work fewer hours and still outperform others economically. Do not name countries immediately — let curiosity grow. When asked, smile and say, “Germany. Netherlands. Scandinavia.” These names carry a mysterious authority, like ancient libraries or minimalist furniture.
Step 6: Suggest a “Pilot”
Never propose change. Propose a pilot program. Pilots are temporary, reversible, and sound expensive (which bosses respect).
A four-day week. One team. Three months. Metrics. Dashboards. Graphs that go up.
Assure your boss this is not about comfort — it is about results. Comfort is suspicious. Results are safe.
Step 7: Let the Results Do the Talking
If the pilot works, your boss will take credit. This is good. If it fails, blame “implementation details” and try again later.
One final thought: Your boss does not want people to work less. Your boss wants more output, fewer problems, and calmer meetings. A shorter workweek is simply a clever way of delivering all three — while everyone mysteriously stops looking exhausted.
And if all else fails, remind them gently: Even machines overheat when run nonstop.
The grumpy older man 