This case study examines how one business undertook a series of trials to understand how changes to working days and investment in collaborative tools could be best implemented to improve productivity and employee experience
A small, family-run business based in Scotland trialled different working models to examine what best suited the needs of its people and its business. It adopted a four-day week model, designed in a way that retains scope for individualised flexibility within clear parameters. With this new way of working, Coffee Break Languages has increased productivity, maintained customer satisfaction and 95% of team members say it’s a great place to work.
Organisation: Coffee Break Languages
Size: 19 employees
Location: Ayr, Scotland
Sector: Online learning
Coffee Break Languages was founded in 2006 by language teacher Mark Pentleton, with the aim of making language learning more accessible to people around the world. He first developed an online Spanish language course, designed in bitesized lessons which fit in the time it takes to have your coffee break! This was closely followed by a French language course. Now the organisation delivers over two million lessons every month and offers Coffee Break courses in 10 languages, consisting of podcasts, video content, and written materials, as well as a series of books and a selection of shorter courses in an additional 22 languages.
Coffee Break Languages has always offered flexible working, including part-time work, flexi-time (to deal with unexpected things in life), and an option to apply for a period of extended leave. During the pandemic when people were required to work from home, a compressed four-and-a-half-day week was introduced, with the working week finishing at Friday lunchtime, to support wellbeing and help people achieve a better work–life balance.
In 2021, Coffee Break Languages relocated its office to Ayr (south-west of Glasgow) from Glasgow City Centre in order to enhance their production capabilities. The new office includes purpose-built studios and more coworking space, supporting both content development and team collaboration.
In addition to having a longer commute to the office, the team’s expectations about where and when they work had changed after their experience of working from home during the pandemic. Therefore, the management team was keen to explore possibilities for further flexible working options.
Kristina Bachtler, HR and Operations Manager at Coffee Break Languages, reflects:
“We are constantly looking for ways to get the best out of our team, and flexible working has played a crucial role in achieving that. As a flexible-working company, we aim to continue developing and refining our approach in line with employee expectations and the evolving world of work. At the same time, it is essential to balance this flexibility with the needs and objectives of the business. To ensure that flexibility supports rather than hinders our success, some clear boundaries are necessary.”
In 2021, hybrid working was introduced, with 50% of the week to be spent in the office. Team members can also take an additional six remote-working days per year, which allows, for example, people to work while staying with family who don’t live locally.
At this point, the management team also discussed trialling a four-day week (the focus of this case study), recognising the potential benefits in terms of:
Coffee Break Languages took an evidence-based approach to examining whether a four-day week model could work in the organisation. It decided to trial different working models, looking at the impact of each for the business and for individuals. It also regularly consulted with its team, sought out external advice and spoke to other organisations who had implemented a four-day week model.
Three different working models were trialled.
Trial 1: July–October 2022: A reduced hours model
Trial outcome: Employee satisfaction was high but business productivity was impacted as the company had lost a significant number of working hours (7 hours per person each week, totalling 3,542 hours annually). The leadership team decided this wasn’t a sustainable working model for Coffee Break Languages and the team understood the need to trial a different approach.
Trial 2: November–December 2022: A traditional working week model
Trial outcome: There was resistance from the team about returning to a traditional working arrangement. People disliked the lack of flexibility, and the leadership team observed they were less motivated at work than they were in the four-day week trial and productivity hadn’t improved.
The leadership team concluded that this working model wasn’t right for the organisation. However, comparison data and insight from this trial helped inform the design of a third (and what was to become its adopted) working model.
Trial 3: January 2023: A compressed (35-hour) four-day week
Trial outcome: The trial had a positive impact (outcomes discussed below), enabling the needs of the business to be balanced with the flexibility people needed and valued.
In introducing the new working model, Coffee Break Languages focused on four main activities:
Clear guidelines and expectations are set out in a flexible working policy which is regularly reviewed and any changes to the policy or how it’s implemented are communicated to the team. Bachtler explains, “the policy outlines guidelines and expectations so that everyone is clear what’s expected of them. Each time we change part of our approach, we communicate that.”
When the company knew that the 35-hour compressed four-day week model was possible and worked well for the business and team members, people stopped tracking their hours. The management team wanted to promote a culture of trust and getting the job done in the best way, rather than people focusing on time spent at work.
In a hybrid working arrangement, people are face-to-face for less time. Therefore, core hours were highlighted and people are encouraged to make the use of their time in the office, such as using the equipment only available in the office and having meetings face-to-face. Bachtler says, “we make the most of our time together by working more strategically. For example, we use our recording equipment more efficiently and collaborate more effectively as a team.”
She adds, “we became more target-driven so that people are clearer on what needs to be achieved.” For example, as well as being a check-in about how people are, team members’ ‘coffee break catch-ups’ with their line manager also focus on task progress, workload and whether any additional training or support is required.
Shared resource management, planning and scheduling software was introduced, enabling people to plan and schedule their tasks; indicate how long they’ll take; mark tasks as complete; and importantly, indicate which days they’ll be in the office each week. Bachtler says, “This software has been invaluable in many respects. Not only does it help the team stay on track, but it also supports resource planning, improves efficiency and ensures that we have the capacity – both in terms of people’s time and financial resources – for future projects. We recognise that people work at different paces so the software has been a useful tool for identifying where additional support or training may be required, such as technical skills for podcast or video production. Ultimately, it helps ensure that everyone can play to their strengths and perform at their best.”
In addition, a shared, collaborative spreadsheet-database platform was introduced, which allows for detailed content planning. The team submits work and can regularly update/check task progress, ensuring everyone remains informed about project status. This software supported a smooth transition to a four-day week. Bachtler explains, “this tool helps focus attention on content production needs across the business, while providing transparency for everyone involved. It enables the management team to plan, assign, and monitor tasks effectively. Naturally, each team member has their own working style and pace, but having visibility of others’ progress can be a great motivator for the team.”
The company is clear that in-person working is really important. On their in-office days, people are expected to be in the office during the core hours of 9am–5pm. However, they also recognise people need flexibility within these parameters for a host of reasons. For example, people can arrive just after 9am and leave just before 5pm if that fits better with their longer train commute.
In addition, it’s recognised that not everyone can or wants to work later than 5pm and the leadership team don’t want people to feel under pressure or stressed about trying to fit 35 hours of work into four days if it doesn’t work for them. People therefore have the option to do some independent/solo work between Friday and Sunday to make up any shortfall if that works better for them than working longer days between Monday and Thursday.
To counteract the longer commute which many team members have to the new office, and to encourage people to take the train for sustainability reasons, they are given the option to work during their commute. Bachtler reflects, “people were open to this, and happy to hear that any work done on the train would count towards their working day. It also makes the journey pass by more quickly!”
The compressed four-day week has had a positive impact at Coffee Break Languages.
Bachtler summarises, “the four-day week really motivates the team to complete all of their tasks by Thursday each week. This way of working gives everyone more flexibility, with the chance to take ownership of their work and feel a trusted and valued member of the team”.
Employees reflect:
“I feel less stressed and have time to spend more quality time with friends and family. I can spend more time outdoors doing exercise and having a healthier lifestyle. Having more time for my free time and my hobbies makes me a happier employee. I think the four-day work week makes Coffee Break a great place to work.”
“Having Friday as a life admin day is really useful. You don't have to worry about all kinds of other tasks that you need to accomplish at home. You can fully concentrate on your work during the week. There are also certain tasks which can be done at home and being able to do some of that on the Friday in silent working time, with no distractions, is really great... it also makes me feel trusted as an employee to get on with my job and not need too much oversight.”
Looking forward, Coffee Break Languages are regularly reviewing its flexible working offering and looking at how it can evolve its approach in line with changes in employee expectations and in the wider world of work, as well as ensuring the approach supports business needs. Bachtler reflects that as an SME the company is able to try new initiatives and adapt quickly.
The business is trialling a remote working month in July 2025 and has been looking at what work would be most suited to this extended period of remote working. For example, solo creative work in preparation for a busy period of content production from August until the end of the year. Many of the team have family outside of the UK so this flexibility would enable them to combine work with quality time with family and friends.
Rachel Suff, Senior Policy Adviser at the CIPD, uses recent data from the CIPD’s Health and wellbeing at work survey report, supported by Simplyhealth to offer recommendations for organisations and UK Government policy-makers to help reduce record-high employee absence
Use our flexible working quiz to receive tailored recommendations
Watch our webinar to explore how organisations can create a work environment that supports employees throughout their career including in menopause and fertility challenges as well as with their menstrual health.
Register now
Learn how to identify the signs of stress and address stress at work
Pearson encourages collaboration and community, whilst giving employees the freedom and responsibility to determine where and when they work
In the UK’s leading vehicle leasing organisation, agile working means a hybrid approach that brings the best of the office with the best of working elsewhere, with trust at its core
Principality’s approach to flexible and hybrid working focuses on ensuring colleagues are supported, connected and productive, regardless of how or where they choose to work
Scottish Water’s progressive approach to flexible working has been recognised by the Flexibility Works employer awards as one of the country’s Top 10 flexible employers in 2021 and 2022