The traditional 9-to-5 working day is on the way out, according to new data showing that most UK employees now want flexibility, control and recognition for outcomes rather than hours.
A Workforce Pulse 2025 report by HR solutions firm Personio, based on research among more than 9,000 employees and HR leaders across Europe, found that 54 percent of younger UK workers consider the 9-to-5 model outdated. Among employees aged 25 to 34, over half said they prefer to work during their most productive hours rather than fixed schedules.
Yet even as flexibility becomes the norm, a culture of overworking continues to thrive. Separate survey data from Personio, shared earlier this month, revealed that 64 percent of UK workers believe the 9-to-5 is dying out but many still boast about working late — behaviour that experts warn can mask poor boundaries and burnout.
Joe Cheesman, senior talent lead at Personio, said the tendency to celebrate long hours was a warning sign rather than an achievement. He said some employees saw overworking as a badge of honour or a marker of ambition, but in reality it often reflects toxic workplace expectations and a lack of balance. He said those who brag about staying late may be experiencing burnout or “a quiet cry for help”.
Younger workers want flexibility, not absence from the office
While younger workers still value office time, Personio’s data shows they want it on their own terms. Among 25 to 34-year-olds, 55 percent said they can now work during the hours they feel most productive, with 42 percent reporting they are at their best in the office. But 31 percent said they are more productive at home, suggesting that flexibility — rather than location — drives performance.
Despite this, younger employees are the most resistant to rigid mandates. More than a third said they would consider leaving their job if required to attend the office more than three days a week, while 43 percent are currently required to do so. Older employees, by contrast, are less likely to face such rules, with only 28 percent of over-55s reporting similar attendance requirements.
Across all age groups, 52 percent of employees said they perform best when trusted to choose their own hours.
Lenke Taylor, chief people officer at Personio, said the data showed an urgent need for HR leaders to adapt workplace structures to modern expectations. She said hiring and retention were already difficult, and businesses had a “critical opportunity to align people’s skills with business needs and create workplaces that are engaging, productive and rewarding”. Taylor said achieving that balance required investment in development, trust in flexible working, and a focus on potential rather than credentials.
Skills over degrees as workplaces evolve
The Workforce Pulse report also found that employers are shifting their focus from academic qualifications to aptitude and skills. Sixty-six percent of HR leaders said they now prioritise ability and potential over degrees when hiring, and 65 percent have adjusted their recruitment processes accordingly.
Employees share that view, with 52 percent saying university degrees are becoming less relevant and 64 percent calling for employers to focus more on transferable skills. Artificial intelligence is also driving this change, with 43 percent of HR leaders already using AI tools for skills-gap analysis and workforce planning.
The report found that 58 percent of employees aged 25 to 34 are actively developing AI skills, while 44 percent of all employees want more support from their employer to keep pace with automation. Those who do not receive adequate training are 35 percent more likely to be seeking a new job.
HR faces widening expectations gap
While workers are calling for more flexibility and development, HR leaders say rising costs are limiting what they can deliver. Nearly four in 10 respondents said talent shortages are now the biggest risk to their organisation. Despite this, 39 percent of HR leaders expect to make redundancies in the next year — down from 60 percent in 2024 but still significant.
The report estimated that mis-hires, poor workforce planning and preventable turnover cost small and medium-sized businesses an average of €274,515 last year.
Recruiting younger talent is another growing challenge. Almost half of HR leaders said attracting candidates under 30 is difficult, while 55 percent believe entry-level employees are less prepared than before the pandemic. Two-thirds said they are now rethinking onboarding and career progression strategies, and 64 percent said junior talent is central to their long-term workforce planning.
The end of rigid workdays
Personio’s findings suggest the decline of the 9-to-5 model is not simply about convenience but about culture. Workers are asking for autonomy and trust in exchange for productivity, while many employers are still adapting to new expectations around flexibility, wellbeing and learning.
Cheesman said overworking remained common because people equate it with performance, even though research shows productivity falls sharply after six or seven hours of intense work. He said employees who worked long hours often suffered from “productivity shame”, feeling guilty for finishing on time even when they had completed a full day.
“Peer pressure and workplace culture often make this worse, with employees feeling judged for leaving on time if everyone else is staying late,” he said.
He added that employers who replaced old attendance rules with outcome-based management and meaningful development opportunities were best placed to keep staff engaged in the years ahead.
The findings add to growing evidence that flexibility, not presenteeism, defines modern work. As the boundaries of the workday blur, HR leaders face the task of building cultures where wellbeing and productivity can coexist, and where staying late is no longer mistaken for success.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
