Beyond the 9-to-5: How Economic Pressure is Redefining What American Workers Need

The modern workplace is undergoing a seismic shift—and workers across all generations are leading the change. In 2025, Americans from Gen Z to Baby Boomers are redefining what they expect from their careers, benefits, and employers. The once-stable 9-to-5 job is giving way to a more fragmented, flexible model fueled by economic pressures, burnout, and a desire for greater autonomy and purpose.

Today’s employees aren’t just questioning the value of traditional career ladders—they’re opting out of them entirely. Leadership roles are increasingly viewed as stress-filled and unappealing. Polywork and multiple income streams are now a financial necessity for many, not just a lifestyle choice. Meanwhile, outdated workplace perks and rigid leadership models are falling flat with a workforce that prioritizes fairness, well-being, and meaningful impact.

This report presents findings from a nationally representative survey of workers across four generations, revealing how employees are rethinking success, job stability, compensation, and workplace culture.

Additionally, the findings capture a clear snapshot of how worker expectations are evolving—and how traditional workplace structures have changed. As economic pressures intensify and generational attitudes shift, employers must understand that yesterday’s perks and promises may no longer resonate as they once did. Flexibility, fair compensation, mental health support, and opportunities for purpose-driven growth are now top priorities. 

For employers, the path forward is clear: by embracing flexibility, rethinking leadership development, prioritizing equity over optics, and supporting employees' holistic well-being, organizations can build workplaces that not only attract but also retain top talent across all generations.

Before we dive into the key findings, here’s a breakdown of the age groups surveyed:

The divide between traditional job stability and modern benefit expectations is more visible than ever—and workers across generations are weighing their options. This section explores how employees evaluate compensation beyond salary alone, highlighting the growing importance of flexibility, wellness, and life-supporting benefits in the workplace.

To start, more than half of all workers (51%) say they would consider leaving their job if mental health and physical wellness benefits were removed—even if their pay stayed the same. That figure rises sharply among Gen Z (63%), suggesting younger workers view well-being benefits as foundational, not optional.

*Data from Checkr proprietary survey of 3,000 American employees

Similarly, 62% of all respondents say they would turn down a high-paying job if the benefits didn’t support their life outside of work. This sentiment is strikingly consistent across generations, with agreement ranging from 57% (Baby Boomers) to 64% (Gen Z). In today’s labor market, benefits like healthcare, paid leave, and schedule flexibility aren’t seen as perks—they’re essentials.

That said, traditional financial security still holds weight. A strong 67% of respondents—including 71% of Baby Boomers—agree that financial benefits should remain the foundation of a good job. While younger generations push for flexibility and balance, they aren’t dismissing pay as a priority—they’re demanding both.

Perhaps the clearest sign of shifting expectations comes when workers were asked about flexibility for parents: A staggering 81% of all respondents believe companies should offer more flexible hours to better support working parents and caregivers. Support for this idea is nearly universal across age groups, with Gen Z leading at 89%.

In today’s workplace, the message is clear: Employees are looking for holistic compensation packages that value their time, health, and responsibilities—not just their output.

For employers, this data offers a powerful opportunity to evolve. Workers are no longer truly satisfied with rigid job structures or one-size-fits-all benefits; instead they want support that reflects their real lives. 

Organizations that embrace this shift by investing in flexible scheduling, comprehensive wellness programs, and family-friendly policies will not only improve employee satisfaction, but also boost retention and attract a wider, more diverse talent pool. In a competitive labor market, the companies that lead with empathy, adaptability, and purpose will set the new standard for what a modern workplace should be.

As career paths evolve, so do the aspirations of the workforce. Today’s employees aren’t chasing titles, they’re seeking purpose, influence, and sustainable growth. This section explores how workers across generations perceive leadership, advancement, and the role of values in defining professional success.

A majority of respondents (61%) believe the traditional climb up the corporate ladder feels outdated, preferring influence and impact over titles and added responsibility. This shift is especially pronounced among Gen Z (65%) and Millennials (62%), who are redefining what it means to succeed in today’s workplace.

That sense of purpose extends to compensation decisions as well. Nearly half of respondents (45%) say they would take a pay cut to work for a company that aligns with their values and offers meaningful growth opportunities. Another 28% are unsure—leaving only 27% who say they wouldn’t take a pay cut under any circumstances. Gen Z (52%) and Millennials (46%) lead the way here, underscoring the importance of mission-driven leadership to younger generations.

*Data from Checkr proprietary survey of 3,000 American employees

Yet, many workers feel today’s leadership structures are outdated. More than half (56%) of respondents—and 65% of Gen Z—believe corporate leadership models were designed for a different era and no longer serve the needs of the modern workforce. Baby Boomers are least likely to agree (41%), highlighting a clear generational divide in how leadership is perceived.

Perhaps most striking, 76% of respondents say leadership roles are associated with burnout, office politics, and stress—factors that make these positions less appealing as careers progress. This sentiment is broadly shared, from Gen Z (73%) to Gen X (80%), pointing to a systemic issue that threatens the future leadership pipeline.

This data offers a valuable opportunity for employers to rethink how they define and develop leadership. By recognizing that today’s workers want more than just titles—they want meaningful work, personal growth, and purpose-driven cultures—companies can design career paths that truly inspire. 

Supporting emerging leaders with clear development opportunities, flexible expectations, and a focus on well-being will not only reduce burnout but also build stronger, more resilient organizations. Employers who embrace these changes will be better positioned to attract ambitious talent and cultivate a new generation of empowered, engaged leaders.

Economic uncertainty and the rising cost of living are reshaping how Americans think about work and how many jobs they need to make ends meet. For a growing portion of the workforce, one full-time role is no longer financially sufficient, pushing more people toward polywork and multiple income streams out of necessity, not choice.

According to the data, 42% of respondents say they work multiple jobs or have a side hustle because they can’t rely on a single employer to meet their financial needs. This reality is most pronounced among Gen Z (52%), revealing how deeply economic pressure is impacting the youngest generation in the workforce.

In fact, 61% of all respondents believe the idea of a “stable full-time job” is mostly a myth—with Gen Z (72%) again expressing the highest level of skepticism. The concept of long-term security from a single employer has weakened, giving way to a more flexible, fragmented model of work that blends freelance, part-time, and gig opportunities.

*Data from Checkr proprietary survey of 3,000 American employees

While some workers are still adjusting to this new reality, many are starting to see polywork as more than just a financial patch. 44% say they find the polywork model more appealing than the traditional 9-to-5 career path, including more than half of Gen Z (52%). This suggests a mindset shift is underway: workers are beginning to prioritize autonomy and adaptability alongside income.

At the core of this shift is a sharp awareness of economic strain. Nearly 8 in 10 workers (79%) say inflation and rising costs have influenced what they expect to be paid, with consistent agreement across generations. Meanwhile, 76% say their salary alone has less buying power than what previous generations experienced, reinforcing the sense that today’s workers are expected to do more with less.

For employers, these insights are a call to action. Offering competitive wages, transparent compensation strategies, and supplemental financial support—such as stipends, bonuses, or financial wellness programs—can help alleviate pressure on workers. In a time when polywork is often a necessity, companies that take meaningful steps to support their employees’ financial stability might earn stronger loyalty and stand out as employers of choice.

The modern workforce is no longer swayed by surface-level perks. While free snacks, ping-pong tables, and happy hours once symbolized forward-thinking office culture, today’s employees see through the glitter—especially when those perks come at the expense of real support. Across generations, workers are calling for benefits that actually improve their lives, not just decorate the workplace.

More than half of respondents (55%) believe most workplace perks are designed to encourage longer hours—not improve quality of life. This sentiment is strongest among Gen Z (66%), a generation especially attuned to authenticity and work-life balance. The message is clear: workers want support, not distractions.

In fact, 70% of all respondents say they would trade most in-office perks for one guaranteed paid mental health day each month. Gen X (73%) and Millennials (70%) lead the charge, signaling a shift in how employees define true value at work. Wellness and recovery time are rising to the top of the benefit hierarchy.

Even more striking, 80% believe companies should focus more on pay equity and workload balance than culture perks. This isn’t just a preference—it’s a directive. When employees see inequity in compensation or unfair workloads, culture perks feel hollow. Real trust is built through fairness and follow-through.

And when those perks don’t address real-world problems, like childcare, healthcare, or cost of living, 71% of respondents say they’re performative at best and ultimately unappealing. This belief spans generations, with particularly strong agreement from Gen Z (73%) and Gen X (71%).

*Data from Checkr proprietary survey of 3,000 American employees

This data offers a roadmap for employers ready to move beyond performative perks and toward meaningful support. Workers want authenticity, not gimmicks, and that means prioritizing what truly improves their daily lives. 

By shifting focus to mental health, equitable compensation, workload balance, and practical benefits like childcare or healthcare, employers can foster a culture of trust and care. The companies that invest in substance over symbolism might be the ones that attract, retain, and inspire the modern workforce.

While workplace culture, flexibility, and purpose-driven leadership are important, compensation remains the deciding factor for many workers when it comes to loyalty and career decisions. For all the emphasis placed on mission statements and office perks, the paycheck still speaks the loudest—especially in a challenging economic climate.

Nearly half of all respondents (49%) say they would leave a job with great culture and flexibility if another company offered 20% more pay. This pragmatic mindset spans generations, with the highest agreement from Gen Z (53%) and Gen X (50%). Even the most culture-aligned workplaces risk losing talent if they can’t stay competitive on salary.

When asked whether non-financial benefits like flexibility, growth, and mental health support matter more than a raise, only 38% of workers agreed, with that number dipping even lower among Gen X (35%) and Baby Boomers (27%). This suggests that while culture matters, it often plays a supporting role to compensation rather than taking the lead.

Similarly, 38% of respondents say their loyalty depends entirely on compensation—not values, culture, or mission. Although not a majority, this is still a significant share, and it underscores a growing tension: Employees appreciate culture and flexibility, but ultimately, they expect to be paid fairly for their work.

*Data from Checkr proprietary survey of 3,000 American employees

For employers, this data is a reminder that culture does not always compensate for compensation. Workers want to feel aligned with their company’s mission and supported in their well-being, but they also want to feel financially secure and appropriately valued. 

By pairing strong culture with competitive, transparent pay structures, organizations can create a workplace that retains talent on all fronts: emotional, professional, and financial.

This report reveals a powerful shift in how employees across generations define a great workplace—and with it, an exciting opportunity for employers to lead with intention, empathy, and innovation. Workers today are not rejecting work itself; they are simply asking for workplaces that reflect the realities of modern life. They want to feel supported, valued, and aligned with organizations that understand their needs.

Economic pressures, evolving expectations around leadership, and a growing focus on well-being have pushed workers to prioritize flexibility, fairness, and purpose. 

The traditional 9-to-5 job, rigid hierarchies, and surface-level perks are no longer enough. Instead, employees are seeking employers who offer transparent compensation, meaningful benefits, and a clear path for sustainable growth, both personally and professionally.

For employers and hiring managers, this data offers more than just insight—it offers a roadmap. By responding to what workers are saying, organizations can build more resilient, inclusive, and engaging workplaces. Creating space for open communication, supporting real work-life balance, and investing in people-first leadership strategies will not only help attract top talent, but also inspire loyalty and long-term success.

The future of work isn’t something to react to but instead something to help shape. Employers who embrace these changes today will be the ones setting the standard tomorrow.

For more information on Check’s research or to request graphics or commentary about this study, please contact press@checkr.com.  

All data found within this report is derived from a survey by Checkr conducted online via survey platform Pollfish from May 30 to June 4, 2025. In total, 3,000 employed adult Americans were surveyed — an equal number from each generation. The respondents were found via Pollfish’s age and employment filtering features. This survey was conducted over a six-day span, and all respondents were asked to answer all questions as truthfully as possible and to the best of their knowledge and abilities.

About the author

As Director of Communications, David tells the story of Checkr’s innovative product offerings and company achievements. David has successfully developed beloved brands through public relations at Fastly, Productboard, Ripple, and Dropbox.