Speaking to the Otago Daily Times this week, Mr Clark said international research showed private companies that trialled a four-day work week found positive outcomes for both the business and staff.
He believed moving in a similar direction at the Invercargill City Council could increase productivity and help fill vacancies, which had recently reached as high as 60.
If the council went ahead with the plan, a full-time worker would work about 36 hours a week in four days but be paid for 40 hours.
"I don’t know whether there’s a tolerance for that at council level.
"But the research clearly shows in the private sector — where they have done that — staff get on with the work a bit harder and that tells you an awful lot."
"We didn’t know how long they had their lunch break for, or if they picked the kids up from school, and then did some more work in the evening when the kids went to bed.
"We just saw the results," Mr Clark said.
His idea was to undertake a trial period and conduct reviews to check if the new settings worked for both the staff and the council.
He also believed the initiative could attract more staff, as filling vacancies was a major challenge.
It was not about giving a staff a handout, but instead empowering them and motivating them, he said.
"I think people will step up to that."
He had spoken to council managers and chief executive Michael Day and said many were a bit nervous and worried about what ratepayers would think.
He believed the Invercargill council could lead other councils in this area.
"I believe we will get the same outcomes as we got last year and you’re not paying any more money."
Flexible work consultant Gillian Brookes commended the idea.
"I admire [Mr Clark’s] willingness to be bolder and braver when it comes to future ways of working ... but it doesn’t just stop there.
"The future of work is all about choices — giving more people more choices," Ms Brookes said.
Other companies, such as Unilever, had trialled shorter weeks and were pleased with the outcomes.
While it could be a great idea, it was important to have managers and staff on board because many people felt any change could be disruptive.
Teams and managers had to be given the tools to "make those changes, so they can improve their productivity".
She believed it was feasible.
"Having transparency with the ratepayers is the only way.
"There’s a partnership here, that we still want to provide at least a good service, and have an even better, more productive, healthy council.
"It can be done in a win-win capacity."
