The people function work by having a consultation process for the four-day week. ACAS (2025) guidance states that employers proposing working hours changes must consult with relevant employee representatives and employees. Consultation in Unilever requires two-way communication. This means listening to feedback, discussing alternatives, and using feasible ideas (CIPD, 2022). An initial step is to conduct an internal survey within Unilever departments. This survey asks employees about preferred working patterns, work-life balance benefits, and workload concerns (CIPD, 2022). This survey data shows employee needs and expectations. For example, it might show interest in extra personal time, and the manager worries about meeting targets.
Next, the people function should arrange engagement forums or focus groups with managers and employees. Unilever leaders would hold separate sessions for different roles, allowing honest talk about specific issues. Managers in Unilever will discuss scheduling and how to measure productivity (CIPD, 2023). Employees can discuss their preferences for the off day and how to handle their workload (CIPD, 2013). Group sessions also build shared understanding. For example, a team workshop could explore reorganising work across four days. These focus groups give insights and views into needs and problems. They also involve staff in designing solutions, making them partners in the change. Unilever, known for its inclusive culture, uses similar listening sessions when testing new working models. This ensures the final Unilever policy reflects employee ideas and practical realities.
Another effective tool is forming a cross-functional working committee or task force in Unilever for the transition (Unilever, 2023). Unilever HR should invite representatives from various departments and levels. The Unilever task force would have a senior manager, a line supervisor, an individual contributor from sales, and operations staff (Azeez, 2019). The Unilever committee collects diverse views and solves implementation problems together. It reviews surveys and focus group findings. Then, it tackles practical questions. Having affected people represented means solutions consider employee needs (like childcare) and manager needs (like health coverage). Engaging employees this way gives them ownership of the change. It also finds early supporters who can become change ambassadors, promoting the change using change management frameworks in Unilever (Connect, 2023).
Running a pilot program is a specific engagement approach for the four-day week in Unilever (Unilever, 2022). HR can test the new schedule in one department or location using volunteers. During the pilot, consultation continues actively in Unilever (Mayne, 2024). This includes weekly feedback meetings and a dedicated channel (like online) for pilot participants to discuss issues. Unilever HR must monitor key metrics like productivity, employee stress levels, and customer feedback. The pilot itself is an engagement strategy (Mayne, 2024). It shows that Unilever values testing and will adapt based on feedback. Participants feel valued as pioneers who drive the final model. After the pilot, a town hall meeting will be held. This is where Unilever team members share their experiences about the company.
References
ACAS (2025). Consulting on changes to your employment contract: Making changes to your employment contract – advice for employees - Acas. [online] www.acas.org.uk. Available at: https://www.acas.org.uk/changing-an-employment-contract/advice-for-employees/consulting-on-changes-to-your-employment-contract. CIPD (2022). CIPD | The four-day week: Employer perspectives. [online] CIPD. Available at: https://www.cipd.org/en/knowledge/reports/four-day-week/ [Accessed 21 Jun. 2025]. CIPD (2023). CIPD | Should employees choose their working hours? [online] CIPD. Available at: https://www.cipd.org/en/knowledge/bitesize-research/working-hours/. CIPD (2013). Social media and employee voice: The current landscape. [online] Available at: https://www.cipd.org/globalassets/media/knowledge/knowledge-hub/reports/123456social-media-and-employee-voice_2013-current-landscape-sop_tcm18-10327.pdf [Accessed 21 Jun. 2025]. Azeez, F.O. (2019). Impact of selection process on organisational performance: A Case study of Unilever Nig. Plc. [Dissertations & Theses] www.proquest.com. Available at: https://www.proquest.com/openview/7c49531f850a715f0576b8455d304f45/1?pq-origsite=gscholar&cbl=2026366&diss=y.
