Machinists Local S7 Negotiate Four-Day Work Week Pilot

The International Association of Machinists and Aerospace Workers (IAMAW) Local S7 has negotiated an agreement with Bath Iron Works to temporarily give surveyors on the first shift the option of working four ten-hour shifts instead of the standard five-day eight-hour shifts.

“It’s a pilot program for six weeks to see if it works. If it does, we’ll look to expand it ,” said Local S7 President Jessica Chubbuck-Goodwin. “We have a short window to prove that it will be more efficient and work for the department.”

Two years ago, the union negotiated a trial four-day week for its surveyors on the second shift to attract more members to work nights. Chubbuck-Goodwin said all of the surveyors on the second shift chose the new schedule and became more efficient in the process. The program was so successful that the four-ten schedule was made permanent for second shift surveyors who chose to opt in.

Chubbuck-Goodwin said younger generations of workers are looking for more of a work-life balance. Having a day off during the week also allows them to do chores and errands that they can’t do on weekends like doctor’s appointments, dealing with insurance companies or visiting the Department of Motor Vehicles.

“You hear people out in the community saying ‘no one wants to work anymore,’ but what’s really happening is people don’t want to be slaves to their employer anymore,” said Chubbuck-Goodwin. “The people who come here work their butts off and do a great job, and a lot of them can get done in 40 hours what others do in 50 or 60 hours because they’re efficient.”

Studies have shown that four-day work weeks can also be very beneficial to employers. A six-month global pilot programinvolving 33 businesses and over 900 employees found that offering a four-day week schedule made it easier to attract and retain employees, improved employee morale and increased productivity and revenue. Chubbuck-Goodwin emphasized that the schedule doesn’t work for all members, especially those with young children in child care. But making the schedule optional is a win-win for union members and the company.
 

“What we’ve told the company is that you’re gaining efficiency, profits and happier employees,” said Chubbuck-Goodwin. “There’s really no downside to it unless they were trying to force everyone to adopt that schedule. When you’re not so mentally stressed out and physically exhausted all the time, you’re going to be more efficient at your job.”