The workplace issues you cared about in 2025

As employers have wrested back control of the job market, it has been a sharp contrast to the post-pandemic years when workers seemed to hold the power. In 2025, employees fretted about their job security and the sweeping impact of artificial intelligence on their work lives—not to mention corporate America’s continued commitment to keeping them in the office for longer. 

Here, we’ve compiled some of the most popular Work Life stories from this year—on the issues that consumed you most. 

The “996” schedule 

This year saw the return of hustle culture in Silicon Valley, as AI startups popularized a grueling work schedule that became popularized in China. The “996” schedule refers to a 72-hour workweek—in other words, working from 9 a.m. to 9 p.m., six days a week—and has grown more common in Silicon Valley as founders and tech leaders scramble to outrun the competition. But experts say this could stoke burnout at a time when workers are already stretched too thin. 

The steady drumbeat of RTO

The return to office is here to stay, despite how workers may feel about it. Business leaders like Jamie Dimon have been among the most vocal supporters of in-office work, dismissing employee concerns and the concept of work from home Fridays. He’s not alone: Amazon employees were forced to return to the office five days a week, while the federal government put an end to remote work this year. 

The truth behind quiet quitting

We’re still talking about quiet quitting. While older generations might think Gen Z workers are lazy or lack motivation, Fast Company contributor Jeff LeBlanc argues quiet quitting is “a rational response to workplaces that lack fairness, structure, and alignment with employee values.” Leaders who can’t retain Gen Z talent should wonder whether they’re the problem, he writes. “The question isn’t whether Gen Z is willing to work hard. The real question is: Are leaders willing to evolve?”     

The rise of job hugging 

In a tough job market, many employees are actually “job hugging” rather than quiet quitting. But doing so can actually hurt workers who are unhappy with their job situation—or speed up their burnout. “Cognitive reframing can help—focusing purely on the positive aspects of a draining role, such as a friendly team, and tuning out the rest,” writes Alex Christian. Sometimes, however, the only solution is to wait it out and hope that the economy turns around. 

The fractional leadership boom

In the years since the pandemic, many senior leaders have been reevaluating what they want out of work. Enter the fractional role, which has enabled experienced C-suite leaders to set their own schedule and work across multiple companies. Fractional leaders have become more common at companies that don’t need someone in the position full-time, allowing people in these roles to find more balance.

The plight of middle managers

Middle managers have had a challenging few years. As the pressures on them mount, many are headed for a crash, according to meQuilibrium’s Jan Bruce. With Gen Z increasingly rejecting the manager track, there could be a shortage of qualified leaders in the years to come, she argues. So what can companies do differently? “Explicit policy decisions can help managers protect and promote their own mental and physical well-being,” Bruce writes. “This might look like mandatory ‘disconnect’ periods, sabbaticals, or easing access to acute mental healthcare resources. Making sure managers have consistent, supportive check-ins with their own supervisors can help reduce isolation.”

The importance of office friends

Workplace friendships are not what they used to be—and it’s not good for business. Friendships at work can help boost employee performance and well-being, writes Fast Company contributor Mark C. Crowley. In fact, leaders should create an environment that encourages connection and invests in those friendships. “Creating a culture where connection is valued doesn’t just improve employee morale—it strengthens retention, creativity, and performance,” he writes. “By fostering friendships, leaders don’t just build better teams; they create desirable workplaces.” 

The productivity gains from AI

We all know AI is reshaping how we work. But as the technology permeates the workplace, it might just be revealing how much of what we do is busywork. “We’re witnessing a productivity revolution without a purpose revolution,” write Fast Company contributors Tomas Chamorro-Premuzic and Alexis Fink. “Tools are improving, but the work remains hollow. Instead of using AI to invent better ways of working, many companies are simply using it to churn out more of the same, only faster.”

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