• Gig work has expanded to include nurses at hospitals and medical facilities, per a new report.
• Many nurses who work this way face challenges similar to Uber drivers, the report found.
• Nursing represents a high-stakes use case of gig work apps, one of the researchers said.

Gig work has expanded to the nurses who care for patients in hospitals and care homes — and it's coming with some of the same challenges that delivery and rideshare contractors have already pointed to, according to a new report.

Apps like CareRev, Clipboard Health, and ShiftKey have taken an approach similar to the one companies like Uber and Instacart have used to build up their workforces, and applied it to nursing at hospitals, care homes, and other medical facilities.

But the report, which the Roosevelt Institute released a summary of this week, found that medical facilities often turn to gig nursing services as a way to cut expenses, especially under the tutelage of private equity firms.

Medical professionals on the apps, which the report collectively calls "Uber for Nursing," also face many of the same issues that other gig workers do, from low pay to having their accounts on the platforms deactivated with little or no explanation.

The apps make pitches that are attractive to the nurses themselves, Katie Wells, a senior Fellow at think tank Groundwork Collaborative and one of the report's authors, told Business Insider in an interview. Wells wrote the report with Funda Ustek Spilda, a senior lecturer at King's College London and a research associate at the University of Oxford's Oxford Internet Institute.

Full-time nursing jobs often involve putting in long hours as well as working night or weekend shifts. COVID's strain on hospitals and other medical facilities also pushed many nurses to quit or consider finding other work.

Like rideshare and delivery companies, the apps say that they offer nurses more choices over how and when they work. ShiftKey's website, for instance, says that its users have "the freedom to make choices best suited to their lives" including how much they earn and "their relationship with work."

For a burned-out nurse, that can be an appealing pitch, Wells said.

"There is almost no flexibility and control," Wells said. "So it is no wonder that these apps become attractive."

Wells and Spilda interviewed 29 nurses and nursing assistants for their study. The interviewees all used at least one gig work app to find nursing shifts.

Like delivery and rideshare contractors, nurses who use the apps must claim jobs through them. The nursing apps often charge a fee for access, and workers bid with their pay rates. The user who offers the lowest pay gets the shift, according to the report.

Working the shift, however, can be tricky. When they show up for a gig, the nurses often have to navigate the facility themselves — even if they have never worked there before.

"At most hospitals and medical facilities, no orientations are required for gig nurses and nursing assistants," the report reads. "Workers do not know where supply closets are located, how to access patient portals with medical histories and current medication lists, and whom to contact in the chain of command."

And like Uber drivers or Instacart delivery workers, nurses who use the apps don't have a boss to contact when things go wrong. One Oregon-based nurse interviewed for the study said that she was barred from Clipboard Health's app for two weeks after she had a hernia on the job and had to leave early.

In another instance, the same nurse said that she went to work with COVID after learning that she couldn't cancel her shift without losing "attendance points" and hurting her chances of getting gigs in the future, the report reads.

"It sucks that there's nobody that you can get ahold of immediately," the nurse told Wells and Spilda.

"It's really as if AI has eaten the managers," Wells said.

The apps also advertise that nurses can make more on their platforms than at other jobs. One nurse interviewed by the researchers said she made gross pay of $23 an hour on ShiftKey. That dropped to around $13 an hour after accounting for fees that she paid to ShiftKey.

Despite the challenges, the report found that 19 of the 29 people interviewed planned to continue working for the apps, though some also said they also had jobs in other industries to make enough money to live.

The report says that gig nursing apps are often used by facilities that are trying to save money and are under pressure to produce returns for investors.

Wells told BI that bringing the gig economy to medical care creates risks not present in food delivery or rideshare.

"The stakes are higher because this has to do with patient safety, and the immediacy of health and care makes things more palpable," she told BI.

ShiftMed, which employs its nurses as W2 employees but still offers them much of the flexibility of gig work, said that it deactivates nurses' accounts for various reasons, from patient safety to legal violations.

"Nurses file an appeal by submitting a formal review through the app or support channel, after which ShiftMed conducts an internal investigation, reviews records, and determines the next steps," CEO Todd Walrath said in a statement to BI.

The company said that it also offers an orientation so that users "are fully prepared for any clinical setting by aligning health system-specific requirements, such as training or shadowing before they begin shifts," Walrath said.

CareRev, Clipboard Health, and ShiftKey did not respond to requests for comment.

Are you a nurse who works as an independent contractor with a story idea to share? Reach out to this reporter at [email protected]

• Grace Chang occasionally commutes from Washington, DC, to NYC for work.
• She said the four-hour commute is worth it because the job is a good fit for her.
• Remote working arrangements have made it easier for some Americans to become supercommuters.

Grace Chang says the occasional four-hour commute to her job is worth it but could be unsustainable in the long term.

Earlier this year, Chang, 28, felt burned out from her finance job at a hospitality company in Washington, DC. She began exploring new opportunities but struggled to find a role in DC that would allow her to grow and be less demanding.

After expanding her search outside the Beltway, Chang accepted a financial planning and analysis position, which she started in May. The role pays $120,000 annually, but it came with a downside: a commute roughly every other week from DC to New York City. Chang asked that the name of her employer be excluded for privacy reasons.

For her journey, Chang said she wakes up around 4 a.m. on Monday, catches the 5:05 a.m. Amtrak train at Union Station, arrives in New York City around 8:30 a.m., and is at her midtown Manhattan office 30 minutes later. She usually stays in New York until Wednesday or Thursday, and since her company doesn't pay for lodging, she crashes with friends or family who live in or near the city.

"I'm not 100% sure if the job is worth the commute, but it pays the bills and is a good stepping stone for other opportunities in the future," she said.

Chang is among the supercommuters who have embraced long treks to work in recent years: A Stanford University study published in June defined a supercommuter as anyone with a journey of more than 75 miles. The study, which was conducted by Stanford economists Nick Bloom and Alex Finan, found that the share of supercommutes in the 10 largest US cities was 32% higher between November 2023 and February than between the same time period four years earlier.

The economists said this uptick was likely tied to increased remote working arrangements. For example, some Americans who moved away from cities during the pandemic — in part for lower housing costs — decided they could tolerate their commute when their employers called them back to the office.

Supercommuting isn't the long-term goal

Chang said her employer doesn't have a specific in-office policy, but her manager wants her to work in person sometimes, particularly during busier periods.

When Chang landed the job, she never seriously considered moving to New York City. She and her husband have lived in the DC area for over a decade, and her husband works locally.

"We have friends and community here and didn't want to uproot so quickly," she said. "After I started making the commute, I just got used to it."

Staying with friends and family has helped Chang save money on accommodations while she's in New York, but her commute still comes with a financial cost. If she buys well in advance of her trip, she said she can generally get a one-way train ticket for less than $100. She said Amtrak offers a 10-ride ticket pass for $790, which amounts to $79 per one-way ticket.

However, Chang said her role would likely have a lower salary if it were based in DC, in part because the city has a lower cost of living than NYC.

In recent weeks, Chang's manager said she could reduce her commute to once a month. She said she'd previously requested a less frequent commute once she was fully trained for her job: She's been in the role for over six months.

While Chang is open to jobs closer to home, she said she's enjoying her current role and is getting the career development she wanted.

"It's definitely not a long-term goal or aspiration to continue to do this, but what has made this doable is having a positive mentality toward commuting," she said. "If I dreaded it every week, I would have quit in the first month."

Do you have a long commute to work? Are you willing to share your story with a reporter? Reach out to [email protected].

• Staff at major companies have asked their leaders if there are plans to follow Amazon's full return to office.
• Firms like Meta, Google, and Microsoft have a hybrid setup — however, execs say they're eyeing productivity.
• Research findings on the subject are varied, and the debate will likely continue in 2025.

Executives at major companies are referencing a specific term to hedge when asked by employees if they plan to follow in Amazon's footsteps and implement a return to 5 days a week in the office.

That word? Productivity.

While Amazon has been the most high-profile example this year of a full return to office policy, set to go into effect in January, telecom giant AT&T has also elected to double down on in-person work with a similar 5-day policy, Business Insider first reported.

In the wake of Amazon's announcement, executives at both Google and Microsoft, which require employees to be in the office at least 3 days a week, have fielded questions from staff wondering if the days of hybrid work are numbered.

Microsoft's executive vice president of cloud and AI, Scott Guthrie, said the company wouldn't change the hybrid work policy unless it noticed a drop in productivity, BI reported in September.

In October, Google CEO Sundar Pichai said the company had no plans to order employees back to the office, so long as employees remain productive during their at-home work days, BI previously reported.

Over at Meta, Mark Zuckerberg said last year that "early analysis of performance data," indicated productivity increases for early-career engineers in the office at least 3 days a week. A few months later, the company announced it was requiring employees to return to the office 3 days a week.

Executives at Dell called the company's sales team back to the office 5 days a week starting at the end of September, writing in a memo, "Our data shows that sales teams are more productive when onsite."

Though Amazon did not explicitly name productivity as a reason for its full return to the office, CEO Andy Jassy emphasized a similar term: effectiveness.

Being back in person 5 days a week makes it "easier for our teammates to learn, model, practice, and strengthen our culture; collaborating, brainstorming, and inventing are simpler and more effective; teaching and learning from one another are more seamless; and, teams tend to be better connected to one another," he wrote at the time.

For those committing to a full return to office, preparing campuses for the influx of employees in the new year is its own challenge. Amazon has since delayed the announced January 2 effective date of the new mandate for some employees because it doesn't have enough office space in some locations, BI reported earlier this month.

As CEOs and company leaders keep an eye on how employees in remote or hybrid setups perform, various studies since the onset of the pandemic have attempted to measure and compare the productivity of employees who work at home and in-office. Research studies have produced conflicting results, further complicated by the matter of how best to define or measure productivity.

Goldman Sachs, which has a 5-day-in-office policy, reviewed several analyses that used different ways of evaluating changes in work-from-home productivity, from call-center workers who were randomly chosen to work from home to comparing the productivity of randomly assigned remote workers with their in-office peers.

In short, it's hard to say for sure, and executives are deciding what their long-term setup will be after a year in which some of the world's biggest companies put a renewed focus on being "lean" and "efficient."

Meanwhile, some employees have returned to commuting in (sometimes "coffee-badging" in and returning home), others have relocated to comply with a policy change, and some have resigned to pursue a hybrid or fully remote opportunity. As companies tighten their belts and conduct layoffs, other workers have taken to workplace forums to wonder if some of the RTO mandates have been a possible "quiet layoffs" tactic.

As more major global companies revisit their policies and make changes, CEOs are likely to face more questions on the topic going into the new year.

For some, the answer is simple: Stay productive and we'll stay flexible.

• One of the biggest parts of preparing for a job interview is running through practice questions.
• We asked recruiting pros for their top interview questions and how a candidate should answer them.
• Here's what they told us.

When you're preparing for a job interview, one of the first things you can do is research what previous candidates have shared about their own interviews with that employer. Some of the most helpful information to glean, if you can find it, is what interview questions you might expect to be asked.

To help job seekers who might not be able to find common questions asked by a specific company, we asked five recruiting professionals for their favorite questions to ask in job interviews.

They also broke down how candidates should answer and what the answers can reveal about them. Of course, the slate of questions asked in an interview can vary based on the recruiter's personal preferences, the role, and other factors — but these go-to questions from recruiters are a good place to start.

Here's a look at questions recruiters love to ask that they say can be particularly telling about a candidate.

'Tell me a time when you found a way to improve a process, made something more efficient, or otherwise introduced an improvement when you weren't asked to do so.'

Kyle Samuels, who spent 20 years in senior-level executive recruiting and is now CEO of executive search agency Creative Talent Endeavors, said he likes this question because it helps identify "proactive leaders who are willing to answer difficult questions and drive business results."

He recommends candidates use the STAR method — focusing on the situation, task, action, and result — to answer this question and really highlight their "initiative and drive."

"I'm also looking for candidates who can stand up to additional questioning well and describe specifics within each example or story they share when responding," he said.

He shared with us one example of how a STAR-formatted answer to this question might look:

• Situation: "Our SaaS solution isn't cutting it."
• Task: "I was assigned to fix the problem."
• Action: "I spoke to other CTOs to get recommendations, found a final list of five, and then evaluated them against the incumbent so we could make the right hiring decision."
• Result: Explain the end result and what happened after taking the actions described.

'Tell me about a time when something went terribly wrong with a project.'

This question shows a candidate's "ability to take responsibility for mistakes, solve problems, communicate effectively, and collaborate with others," said Lauren Monroe, who leads the creative practice group at Aquent, a staffing agency for creative, marketing, and design roles.

An ideal answer would "name the specific challenge faced, acknowledge the mistakes made, and identify the actions taken, lessons learned, and solutions implemented to solve the problem," she added.

'What key elements need to be in your next role, and what would be a dealbreaker for you?'

Amri Celeste, a recruitment manager and interview coach, likes this question because it gets at "what a candidate is really looking for in a role and whether the role we're discussing matches what they expect in their next role."

"It's also an opportunity to open up a more honest dialogue about their values, work style, and career goals, which helps me learn about not only how well they suit the role, but also how well they might suit the team and management style of the manager," she said.

'Tell me about yourself.'

It's a tried-and-true interview question, and Andrew Fennell, a former corporate recruiter and the founder of the résumé-builder website StandOut CV, leans on it to set the tone in interviews.

"After introducing myself and explaining how I've arrived to the point of this interview, I ask the candidate to do the same," he said.

"It relaxes the atmosphere a bit, makes it a bit more conversational, and allows the candidate to give a well-rounded summary of their experience and skills," he added.

'Tell me about the greatest impact you made at a company and what helped you achieve that impact.'

Tessa White, a former head of HR, is the CEO of The Job Doctor and the author of "The Unspoken Truths for Career Success."

Besides asking about a candidate's achievements, White also tries to gauge their ability to problem-solve by asking questions about challenges they've encountered in the past.

She'll ask, for example, "Tell me about a time you were at odds with someone or a department and you were able to successfully move through it."

Other times, she might say, "Tell me about a time when an initiative or project you were leading wasn't going the way you hoped. How did you handle it and what is your philosophy for addressing obstacles?"

For all of these questions, she said the ideal answer should be "authentic and real." If it's not, a recruiter can "sniff it a mile away," she said.

"I'm not looking for the answer you think I want to hear," she said. "I'm looking to see an imperfect person that has insight into their strengths as well as someone who understands how to learn from previous mistakes."

• The series finale of "Yellowstone" has aired, concluding Paramount Network's epic western drama.
• From lingering mysteries to lost characters, the show didn't tie up every loose end.
• Warning: This article contains spoilers for seasons one to five of "Yellowstone."

The credits have rolled on the last-ever episode of "Yellowstone," concluding Taylor Sheridan's epic neo-western drama, which, at one point, was the most-watched scripted series in America.

Naturally, the long-awaited finale drew in a huge audience. According to VideoAmp data released by Paramount, the episode, which aired on Sunday, December 15, brought in 11.4 million same-day viewers on Paramount Network and CMT, making it the biggest episode in the series' history.

The supersized episode, which ran for 86 minutes, saw Kevin Costner's character, John Dutton, finally laid to rest after he died in the midseason premiere.

After that, the Dutton land was returned to the Native American community that once owned it, leaving the ranch's residents and workers to follow their own paths.

While the episode tied up many loose ends, it did leave some dangling plot threads and unanswered questions.

From lingering mysteries to lost characters, keep reading to see the six questions we still have about "Yellowstone."

Why did Rip never find out about the pain that Jamie caused Beth?

Beth's (Kelly Reilly) resentment towards her adopted brother Jamie (Wes Bentley) has been a cornerstones of the series since the very beginning.

As audiences discovered in a season three flashback, she had a good reason. When she became pregnant as a teenager, Jamie knowingly ordered a doctor to give her a hysterectomy rather than an abortion, leaving her infertile.

Beth's been haunted by this experience her entire adult life, not least because the baby's father was Rip's (Cole Hauser).

But, by the series finale, Rip is still in the dark about the pain Jamie caused Beth. He seemingly doesn't even know that he got Beth pregnant all those years ago.

What game was Sarah Atwood playing with the Duttons?

When Sarah Atwood (Dawn Olivieri) was introduced in the second episode of season five, she filled the villain-shaped hole left by the death of Jamie's biological father, Garrett Randall (Will Patton).

Working on behalf of Market Equities, she pushed forward with the real estate company's relentless battle to acquire the Dutton land by whatever means necessary.

This included manipulating Jamie into a sexual relationship before convincing him to call for John's impeachment. She took things further by organizing a hit on the Dutton patriarch.

But Sarah got her comeuppance not long after as she was gunned down by the same assassins in an attempt to cover their tracks.

Her demise, while celebrated by audiences, however, leaves lots of questions unanswered, including what her ultimate goal was.

By the end, it was hinted that she had shifted loyalties from Market Equities to Jamie himself. Plus, as Beth found out while digging into Sarah's background, she was using a fake name.

Without a real identity and motivations, Sarah ended up being a poorly drawn antagonist with not much depth who wasn't deserving of such a big storyline.

What happened to Angela Blue Thunder and her attempts to oust Rainwater as chairman of the reservation?

Angela Blue Thunder (Q'orianka Kilcher) was introduced in season three as an adversary to Thomas Rainwater (Gil Birmingham), the chairman of the Broken Rock Reservation.

At the beginning of season five, audiences saw her embark on a plan to supplant Rainwater with younger rival Martin (Martin Sensmeier).

However, Angela and this storyline were nowhere to be seen in the second half of season five.

With this storyline left unfinished, it leads to questions of whether Rainwater will stay in charge of looking after the Yellowstone land following his promise to Kayce (Luke Grimes) to treat it with respect and leave it practically unchanged.

Why did Kayce consider inheriting the ranch as such a burden?

In the finale, Kayce said the words "I'm free" when tearfully embracing his wife Monica (Kelsey Asbille) after signing over the ranch to the Broken Rock tribe.

It was an emotional moment, but the reasons Kayce considered the Yellowstone ranch such a huge burden were never fully explained or explored.

Audiences will recall that at one point, John disclosed that he never wanted his grandson Tate (Brecken Merrill) to be born and opposed Kayce's marriage to Monica.

But besides this, audiences never really got a grasp on the tensions and resentments at the core of Kayce and his father's relationship.

Given that in the finale, Kayce bought himself a small herd of cattle to tend to, we understand that it was never the lifestyle that the youngest Dutton son was opposed to, but doing it on the farmland that his father owned.

Where did Lloyd go?

Lloyd Pierce (Forrie J. Smith) was the oldest and longest-serving cowboy on the ranch.

The character also had a significant amount of screentime, appearing in every episode of the show but two, according to IMDb.

But in the finale, Lloyd's character wasn't given proper closure. As the cowboys on the ranch disbanded and headed their separate ways, Lloyd was left as the only one without somewhere to go.

While Rip offered him a job on his new ranch, Lloyd declined, stating that he would rather not be a cowboy at all if he couldn't keep working at the Yellowstone ranch.

His decision made sense as so much of Lloyd's life and identity were tied up in the ranch (he was among the men branded for life with the Yellowstone 'Y'). Still, it would've been satisfying to find out what he planned to do next if not cowboying.

What was the purpose of showing so much of the 6666 ranch and Taylor Sheridan's own ranch?

A crucial plot point in season five was that several key "Yellowstone" characters found themselves sent on a secondment to the 6666 ranch – which is a real ranch bought in 2020 by series cocreator Taylor Sheridan.

Elsewhere, Sheridan showed up as the character Travis Wheatley, a horsetrader who essentially saved the Yellowstone ranch from financial ruin by selling off their horses for them.

In fact, almost all of the penultimate episode was dedicated to Beth's trip to Bosque Ranch, which, again, Sheridan owns in real life. In the show, Travis is the proprietor of the ranch.

There seemed to be no concrete reason why these ranches got so much screentime in the last batch of episodes, besides showcasing Sheridan's own ranching empire.

There is a possibility that the scenes and characters introduced in them may show up in a new spinoff series.

Alongside a rumored new series following Beth and Rip, there is the franchise extension "6666" also in the works — but that appears to have been shelved for now.

The series was first announced in early 2021 and originally set to debut in 2023.

In an interview with The Hollywood Reporter in 2023, Sheridan spoke about the delays in getting "6666" (pronounced "four-sixes") off the ground and said he had told the studio "to be patient."

What became of the wolves storyline?

It was a blink-or-you'll-miss-it moment in the midseason finale but on top of the news that Jamie had called for an impeachment tribunal, John was given the additional headache of an investigation being launched into whether or not the endangered wolves from the nearby national park were killed on his land.

Like Angela Blue Thunder, this was another storyline that was introduced and then seemingly abandoned when the show returned from it's lengthy midseason hiatus.

Given that John had invited his girlfriend, outspoken animal rights activist Summer Higgins (Piper Perabo), to live with him, it felt at the time that this story arc was going to loom large in the second half of the season.

In the end, it didn't. Audiences didn't hear anything more about the wolves storyline or the coverup operation that John and Rip carried out to hide their bodies again.

• Many major companies are requiring employees to return to the office full or part-time.
• Business Insider compiled a running list of the companies calling employees back.
• The list includes companies like Starbucks, Amazon, and BlackRock.

In September, Amazon mandated corporate workers return to the office five days a week beginning January 2.

In December, Business Insider first reported that AT&T is following suit and expecting employees to be in the office 40 hours a week starting in the new year.

The two business giants are just one of the many companies calling their employees back to the office following the pandemic as COVID-19 restrictions have eased.

The Washington Post, which is owned by Amazon founder Jeff Bezos, told employees this week they would be required to return to the office five days a week, according to a memo obtained by Business Insider.

Other major employers, including JPMorgan and Goldman Sachs, have also abandoned the hybrid attendance policy they adopted during the pandemic and instead implemented full return-to-office mandates.

Several executives and leaders have said they believe productivity increases when workers are in the office together, while others hope to increase in-person collaboration. Even some CEOs who previously praised the flexibility of remote work have started backpedaling, pressuring workers to comply with RTO mandates with threats to track attendance or even fire employees who don't comply.

Here's a list, in alphabetical order, of major companies requiring employees to return to offices. Business Insider will update this list regularly.

Amazon

CEO Andy Jassy wrote in a September 16 memo that Amazon would be pulling the plug on remote work starting next year.

"We've decided that we're going to return to being in the office the way we were before the onset of COVID," Jassy said. "When we look back over the last five years, we continue to believe that the advantages of being together in the office are significant."

The CEO cited easier employee collaboration and connection and said in-person work would strengthen the company's culture, echoing his February 2023 memo, which mandated employees spend at least three days a week in the office.

Not everyone agrees. Some Amazon employees have taken to an internal Slack channel to criticize the new RTO policy, Business Insider's Ashley Stewart first reported, with one staffer writing that it is "significantly more strict and out of its mind" than pre-Covid operations.

"This is not 'going back' to how it was before," they wrote. "It's just going backwards."

The critical reaction is reminiscent of employees' response to last year's surprise return-to-office rule. Thousands of Amazon workers joined a Slack channel to share their thoughts, with some even organizing to file a petition against the change.

Apple

In August 2022, Apple's senior leaders told workers they had to return to the office at least three days a week after previously requiring two days a week. CEO Tim Cook said the decision was meant to restore "in-person collaboration." Some employees fought back and issued a petition shortly after the announcement, arguing that staffers can do "exceptional work" from home.

Despite the pushback, Apple's hybrid work program launched the following month and is still in place.

AT&T

AT&T confirmed to Business Insider that it's requiring all office employees to work on-site five days a week starting in January.

The change follows about a year of AT&T accommodating a hybrid schedule in its widely publicized office push.

"The majority of our employees and leaders never stopped working on location for the full work week — including during the pandemic," a spokesperson for the telecom giant told BI.

AT&T told BI it's updating its facilities amid the policy change.

"As we continue to evolve our model, we are enhancing our facilities and workspaces, adapting our benefits programs, and incorporating best practices to ensure our employees are best equipped to serve our customers," the spokesperson added.

BlackRock

Last year, BlackRock mandated employees return to the office four days a week. The investment firm, which is headquartered in New York City, intended to bring employees into its then newly leased office space — which spans 1 million square feet across 15 floors, according to Hudson Yards.

In a May 2023 memo sent by the company's COO, Rob Goldstein, and the head of human resources, Caroline Heller, the execs wrote: "Career development happens in teaching moments between team members, and it is accelerated during market-moving moments, when we step up and get into the mix. All of this requires us to be together in the office."

Additionally, the memo notified staffers that the firm is giving them the opportunity to work remotely for two weeks during a time period that is relevant in their country, in an effort to offer "seasonal flexibility."

Chipotle

The fast-food chain announced last summer that corporate workers work in the office four days a week, Bloomberg reported. Chipotle had previously required workers to show up three days a week, according to the report.

Citigroup

Citigroup asked its 600 US workers, who were previously eligible to work remotely, to return to the office full-time, Bloomberg reported. In a memo released by the investment firm in May, the majority of staff are reportedly still able to work a hybrid schedule, with up to two days a week outside the office.

HSBC Holding Plc and Barclays Plc also followed suit, mandating workers to come into the office five days a week, according to the report.

Vaccinated Citigroup employees across the US were asked to return to the office for at least two days a week in March 2022, an internal memo obtained by Reuters said.

Dell

Dell told its sales staff to return to the office five days a week starting on September 30. Previously, the company let US employees pick between working remotely or following a hybrid schedule with about three days a week in the office.

September's sales-team mandate came with just a few days' notice, sending employees with kids into a hurry to find childcare, Business Insider reported.

Disney

In a January 2023 memo obtained by Business Insider, CEO Bob Iger told workers that starting that March, any Disney staff member working "in a hybrid fashion" would need to return to Disney's offices four days a week.

In response, over 2,300 employees signed a petition asking Iger to reconsider the mandate.

"This policy will slow, or even reverse, our post-COVID recovery and growth by creating critical resource shortages and causing irreplaceable institutional knowledge loss," signees wrote, according to The Washington Post.

Goldman Sachs

In March 2022, CEO David Solomon told Fortune that the company was asking employees to return to the office five days a week. Seven months later, he told CNBC that about 65% of staffers were working in the office.

However, some staff have failed to follow the policy a year into its implementation, causing senior managers to become frustrated and Goldman Sachs to further crack down on employees to return to the office full-time.

Google

In March 2022, Google employees in the San Francisco Bay Area and "several other US locations" were told to return to the office for at least three days a week starting the following month.

Last year, however, the company tightened RTO expectations, telling staff in an email that office attendance would factor into their performance reviews.

Google's Chief People Officer Fiona Cicconi told workers in the memo that requests to work remotely full time will now be considered "by exception only."

Some employees expressed feeling "frustrated" with the new policy. One staffer previously told Business Insider, "We don't like being micromanaged like school kids."

IBM

IBM has made its feelings on in-person work strictly clear — telling managers to either come into offices or get out.

The company asked all its US managers to report to an office or client location at least three days a week, according to a January memo viewed by Bloomberg.

A source told the outlet that staff would have to live within 50 miles of an IBM office or client location. The memo reportedly told employees they had until August to complete their relocation arrangements, and those who were unable to comply with the new policy must "separate from IBM."

CEO Arvind Krishna previously told the news outlet that employees' careers could suffer if they work from home. He said that although he wasn't forcing his own staffers back to the office, he thought remote workers may struggle to get promotions.

JPMorgan

In April 2023, JPMorgan announced to employees in a memo that all managing directors must work in the office five days a week. The memo also reminded other workers of the current policy of working in-person a minimum of three days a week.

Despite some pushback from employees, CEO Jamie Dimon doubled down on the policy, saying disgruntled workers can choose to go elsewhere.

"I completely understand why someone doesn't want to commute an hour and a half every day, totally got it," he told The Economist. "Doesn't mean they have to have a job here either."

The company has also been collecting data on staff activity, including tracking attendance.

Meta

Meta updated its remote work policies in September 2023, requiring employees to head into the office three days a week.

It had also stopped offering remote work in new job listings. People familiar with the company previously told BI that hiring managers could no longer post new jobs that list the work location as "remote" or outside of an existing office.

The company doubled down on its RTO efforts in June of this year, telling workers that their attendance would be tracked daily and failure to comply could lead to termination.

However, some employees returning to the office said they were met with a lack of space and privacy, with one worker calling the mandate "a mess."

Redfin

In April last year, real estate company Redfin announced an updated return-to-office policy via a memo from CEO Glenn Kelman.

The memo noted that starting July 2023, Redfin would require "headquarters employees" who live within 20 miles of the company's Seattle, San Francisco, and Frisco offices to work from the office for a full day on Tuesdays and Wednesdays.

Those who live beyond the 20-mile radius are required to visit the office in-person once a quarter for a day or more of meetings, the company said.

In order to hold employees accountable, the memo included a "no-exceptions" section, reading that "to determine your distance from an office, we'll use Google Maps, with the distance from your home address measured in miles driven over roads by car."

Salesforce

Salesforce told employees in an internal memo seen by The San Francisco Standard that the majority of workers have to be in an office four to five days a week as of October 1.

The new policy is mandated for select staff in sales, workplace services, data center engineering, and on-site support technicians, according to the memo.

Early last year, Salesforce CEO Marc Benioff revised the company's annual strategic plan, including return-to-office mandates, according to a draft shared in an internal Slack message viewed by Business Insider.

The updated draft return-to-office policy required nonremote employees to work three days a week in the office and employees in "non-remote" and "customer-facing" roles to work four days a week. Engineers must work from the office 10 days per quarter, down from 20 in the initial draft, which was updated based on employee feedback.

Snap

Snap implemented a new mandate in September 2023, requiring employees to work in an office at least four days a week. The change represented a shift from the company's former "remote first" policy, which allowed employees to work from home or elsewhere.

Employees previously told BI that some managers told them the company is able to track workers' WiFi connections to see who is complying.

Starbucks

In a January 2023 memo to corporate staffers, then-CEO Howard Schultz said employees within commuting distance would be required to return to the office at least three days a week.

Schultz said some staff had failed to "meet their minimum promise of one day a week" and also pointed out that Starbucks baristas didn't have the "privilege" of working from home. The executive had previously said he "pleaded" with workers to come back to the office.

Starbucks employees responded by signing an open letter protesting the company's return-to-office mandate.

In September, former Chipotle CEO Brian Niccol took over as CEO of the coffee chain.

In October, the company threatened to fire staff if they did not comply with the RTO policy, Bloomberg first reported, citing an internal memo.

Beginning in January, the company plans to initiate a "standardized process" to hold workers accountable to the hybrid schedule at the team level, where consequences will cover "up to, and including, separation," according to the email obtained by Bloomberg.

Employees, however, may request exemptions due to physical or mental medical reasons.

Tesla

In June 2022, Tesla employees were notified of a mandatory return-to-office policy.

The email from Elon Musk included wording such as "If you don't show up, we will assume you have resigned," and noted that everyone at Tesla must work from the office at least 40 hours a week.

Musk, who has called remote work "morally wrong," nodded to his frequent presence at Tesla factories as the reason for the business' success. "If I had not done that, Tesla would long ago have gone bankrupt," he wrote in the email.

Ubisoft

In September, Ubisoft, the France-based maker of the popular "Assassin's Creed" and "Far Cry" video game series, ordered its staff worldwide to return to the office three days a week.

French workers at the video game maker went on strike on October 15 over the RTO mandate.

X

After buying X, formerly Twitter, in 2022, Musk told employees that not showing up to an office when they're able to was the same as a resignation.

Musk also told staffers in an email that remote work was no longer allowed and that employees were expected to be in the office for at least 40 hours a week unless given explicit approval to work elsewhere.

In 2023, X, then Twitter, National Labor Relations Board filed a formal complaint saying that X had illegally fired an employee who complained about Musk's RTO policy.

The complaint said that Yao Yue, a principal software engineer, criticized the mandate, tweeting, "don't resign, let him fire you." She also posted, "don't be fired. Seriously" in a company Slack channel.

Yue was then fired five days later and told it was due to violating an unspecified company policy.

Uber

In a memo obtained by Business Insider, CEO Dara Khosrowshahi told employees that beginning in April 2022, Uber staffers in 35 of the company's locations were required to return to the office at least half the time. He added that on other days, staffers were allowed to work remotely and that some could be entirely remote if they got clearance from their managers.

CEO Dara Khosrowshahi recently said remote work took away some of Uber's "most frequent customers," adding that "there is an audience who kind of stopped using us as frequently as they used to."

Walmart

Along with slashing hundreds of jobs, Walmart also asked previously remote employees in the US to move to offices.

Staffers located in smaller offices in Dallas, Atlanta, and Toronto are additionally being directed to the company's central hubs, including its headquarters in Arkansas or New Jersey, The Wall Street Journal reported.

The retail giant will still permit hybrid schedules as long as workers come in-person most of the time, according to the outlet.

The Washington Post

William Lewis, CEO and publisher of The Washington Post, told staffers in early November that they would be required to return to the office five days a week, according to a memo obtained by BI.

"I want that great office energy for us every day," Lewis wrote, referring to the energy in the office during election week. "I am reliably informed that is how it used to be here before Covid, and it's important we get this back."

All employees were expected to return to the office by June 2, 2025, while managers were expected to return by February 3, 2025.

After starting remote work in 2020, the Post previously required employees to return to the office three days a week in early 2022.

The announcement at the Post came shortly after Amazon's return-to-office mandate. The Post is owned by Jeff Bezos, Amazon founder and executive chairman.

Zoom

Zoom, the darling of remote work, said in 2022 that less than 2% of staffers work in person full time. However, last year, the video-calling company asked employees to return to the office.

Workers living within 50 miles of one of its offices were mandated to work there at least two days a week.

"We believe that a structured hybrid approach – meaning employees that live near an office need to be onsite two days a week to interact with their teams – is most effective for Zoom," a spokesperson previously said in a statement. "As a company, we are in a better position to use our own technologies, continue to innovate, and support our global customers."

Avara, the company behind Aave, Lens and Family, is announcing a $31 million funding round led by Lightspeed Faction. With Lens, Avara is building a decentralized L2 network that could serve as the infrastructure for social and consumer apps. This funding announcement comes a few weeks after Lens unveiled a completely overhauled version of its […]

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• Beth and Rip's relationship was a cornerstone of Paramount Network's "Yellowstone."
• The couple, played by Kelly Reilly and Cole Hauser, are rumored to be reuniting for a spinoff show.
• Here's a complete timeline of the pair's passionate relationship from the pilot to the finale.

Since the very beginning, Beth Dutton and Rip Wheeler's relationship has been considered the beating heart of Paramount Network's "Yellowstone."

The series, co-created by Taylor Sheridan and John Linson, wrapped up its fifth and final season on Sunday evening with a supersized episode that saw the ranch at the center of the show returned to the Native American community who once owned the land.

In the end, Beth (Kelly Reilly) and Rip (Cole Hauser) decided to buy a new, smaller ranch for themselves where they could live together peacefully.

However, it's suspected that it's not the last audiences will see of the pair. Speaking in November, Hauser told The Hollywood Reporter that he felt there was more to explore with Beth and Rip.

"You can go on forever about these two. There's no walls when it comes to them, no limits," he said. "And as long as Taylor wants to write something special, I know Kelly and I would be interested to do it."

Days before the finale aired, Deadline broke the news that Reilly and Hauser would reprise their roles to star in a" Yellowstone" spinoff series, according to sources close to production. The as-of-yet unnamed show, will likely star other actors reprising their roles from the main series, Deadline said.

Network representatives did not respond to Business Insider's request for comment.

As we anticipate more news on the spinoff, BI looks back on Beth and Rip's unforgettable, passionate, tumultuous, and decades-spanning love story as it played out on "Yellowstone."

When audiences first met Beth and Rip, they were a hookup with a long history.

In the show's pilot, which aired in 2018, audiences were introduced to Beth, the only daughter of Montana cattle rancher-turned-governor John Dutton (Kevin Costner), and Rip Wheeler, the ranch's most loyal employee who worked his way up to foreman after first joining as an orphaned teenager.

When the two ran into each other at the ranch's main cabin, it was hinted that they had more than a little history, and it didn't take them long to slide back into old habits.

After a particularly passionate hook-up, it was clear that the two wanted different things: Rip invited Beth to join him at a music festival, to which she responded: "You ruin it every time."

Relive the moment: Season one, episode one.

The pair had a very unconventional "first date."

Beth appeared to have thought some more about Rip's offer to do more than just sleep together, and the next time she saw him, she suggested a date more suited to her personality.

"You wanna go get drunk and watch some wolves kill an elk in a park?" he asked her.

And so that's exactly what they did. While they both acknowledged that it was far from their first date given their history, which audiences learn went back to their teenage years, it marked the beginning of the rekindling of their relationship.

Relive the moment: Season one, episode two.

By the end of season one, their relationship had gone off the rails.

In the season one finale, Beth sabotaged her relationship with Rip by turning a flirtation with ranch newcomer Walker (Ryan Bingham) into a full-blown affair.

While Beth and Rip had never properly defined their relationship, Beth's decision to sleep with Walker left Rip feeling betrayed.

In Beth's eyes, however, she had good reason to stray: Rip had left her ego bruised by assuming that she was sleeping with her male assistant, Jason (David Cleveland Brown). He also refused to pass on some information her father had privately shared with him regarding the future of the ranch.

Beth didn't have feelings for Walker, but was simply using him as a distraction as she dealt with the anger and pain from her argument with Rip.

Relive the moment: Season one, episode nine.

Midway through season two, Beth and Rip reconciled.

Beth and Walker's no-strings-attached fling carried on into season two, and it wasn't until halfway through the season that Beth pulled herself out of her self-destructive pattern and apologized to Rip.

But it was already water under the bridge for Rip, who told her he wasn't angry and she needn't ever say sorry to him for anything.

They shared smiles, acknowledging that they were back on track before Rip returned to his duties on the ranch.

Relive the moment: Season two, episode five.

In a flashback, audiences saw Beth and Rip's first kiss as teenagers.

Teenage Beth (Kylie Rogers) and teenage Rip (Kyle Red Silverstein) were shown initially clashing on the ranch. Beth called Rip, who had recently been welcomed into the ranch by John, her "daddy's new pet," infuriating the orphaned teen.

However, the two couldn't deny their attraction to one another. Beth asked Rip to kiss her. When he replied that he didn't know how, she revealed that she didn't either, and so the two shared their first kiss together.

Relive the moment: Season two, episode five.

Rip saved Beth from a brutal attack and uttered those three important words.

Beth's decision to invite Rip to join her on the rooftop of the Dutton house for a late-night drink together led to a poignant moment between the two.

After Beth joked that Rip has been wearing the same jeans and jacket for years, Rip got vulnerable and revealed that he's spent thousands of dollars on headstones for his mom and brother, who were murdered by his abusive father.

Touched at his gesture, the two stared lovingly into each other's eyes, but before Rip could tell Beth that he loved her, she stopped him.

"Don't say it," Beth requested. "Tell me when it saves me."

That ended up coming sooner than anticipated. Later in the same episode, Beth was brutally attacked by men working on behalf of Malcolm Beck (Neal McDonough). Having managed to call Rip before things turned ugly, Rip managed to save her and kill her assailants.

As he comforted her, Rip uttered those three important words.

Relive the moment: Season two, episode seven.

A season three flashback revealed that Rip got Beth pregnant when they were teenagers.

After learning that she had gotten pregnant with Rip's baby, Beth asked her older brother Jamie (Dalton Baker) to get her help.

Worried that going to a hospital in the city would draw attention given that she has the Dutton name, Jamie drove Beth to a clinic where he agreed to let a doctor give her a hysterectomy, leaving her infertile for the rest of her life.

Afterward, Beth met with Rip, who asked if her pregnancy test had come back positive. Lying to him, she said it had been negative, hiding from him the abortion — and unbeknownst to her, sterilization — that she had just gone through.

Relive the moment: Season three, episode five.

Beth asked Rip to marry her on the porch of their cabin.

Early on in season three, Beth hinted that she would like to one day be Rip's wife.

After speaking to her father, who told her Rip would never propose because he wouldn't be able to bring himself to ask John for his blessing out of respect for the Dutton patriarch, she decided to take matters into her own hands.

She posed the question to Rip on the porch of their cabin with a simple black ring, joking that she knew he wasn't a "diamonds and gold kind of girl."

She's his, Beth said, on one condition: "The only thing I ask is that you outlive me so that I never have to live another day without you."

Rip had a condition of his own, too: They needed to get married on the ranch. A courthouse wedding was out of the question, because there was no record of his existence on file.

Relive the moment: Season three, episode seven.

Beth took in an orphaned teenager who became their de facto son.

While recovering in the hospital from yet another assassination attempt, Beth ran into a kid named Carter (Finn Little) who is all alone in the world. Naturally, the boy reminded Beth of a young Rip, so she decided to invite him to the ranch to find work and give him a roof over his head.

While Rip was initially reluctant to take Carter under his wing, he eventually came around to the idea and the two began treating Carter like the child they never had.

Relive the moment: Season four, episode two.

Beth and Rip married on the ranch in an impromptu ceremony.

In the season four finale, Beth decided to throw together a last-minute wedding outside the Dutton cabin.

It came after she almost bolted, leaving the Yellowstone ranch, her family, and Rip all behind, after feeling immense guilt over the secrets she had kept from Rip over the years.

When Rip convinced her to stay put and keep the promises she had made to him, she decided it was as good a time as ever to make that promise more permanent.

Wearing a white leopard-print coat and a gold dress, Beth and Rip married — with the help of a priest Beth had managed to rope in to officiate. The ceremony took place in front of their nearest and dearest, including Carter.

Relive the moment: Season four, episode 10.

A flashback revealed that Rip's loyalty to the ranch was intertwined with his loyalty to Beth.

Season five filled in some more gaps about Rip's early days at the ranch. One flashback showed how Rip got his chest branded with the Yellowstone Y — the indication that you're committed to the ranch forever — after getting into a fight with an older cowboy who had said some less-than-chivalrous things about Beth.

After Beth and Rip began their romance as teenagers, Beth decided to make Rip jealous by going on a date with an older cowboy named Rowdy (Kai Caster). When Rip and Rowdy were paired up on a job together, conversation turned to the boss's daughter. A fight ensued after Rowdy said some insulting things about her.

After Rowdy pulled a knife on the teen, Rip hit him around the head with a rock, accidentally killing him.

When he admitted what happened to John (played in flashbacks by Josh Lucas), he was introduced to the concept of the Train Station — the "trash can for everyone who's ever attacked us" that lies in a "jurisdictional dead zone," as John puts it — and asked to never speak of it again. Being privy to the Dutton family's secret meant that Rip was asked to swear loyalty to the ranch, something that he had no hesitation in doing.

Relive the moment: Season five, episode seven.

Beth and Rip bought their own ranch together in the series finale.

Beth and Rip left the Yellowstone ranch for new pastures after the Dutton ranch was given back to the Broken Rock Tribe.

When audiences last saw Beth and Rip at the end of the finale, they were settled into their new home and ranch, miles away from the Yellowstone ranch, along with their adopted son Carter (Finn Little).

Relive the moment: Season five, episode 14.

• Warning: Spoilers ahead for the series finale of Paramount Network's "Yellowstone."
• The finale of the neo-western drama aired on Sunday.
• Here's where the most prominent characters found themselves at the end of the series.

"Yellowstone" aired its finale this week, putting an end to the cowboy drama that has captured audiences' attention for more than half a decade.

There were twists, turns, and in classic "Yellowstone" style, someone was taken to the "Train Station."

Here's where all the major characters wound up in the series finale of "Yellowstone."

John Dutton was killed off-screen at the start of the midseason premiere.

The fate of the Dutton patriarch (Kevin Costner) was revealed minutes into the season five midseason premiere of "Yellowstone."

John's death occurred off-screen in the bathroom of his governor's house in the Montana capital of Helena.

While it initially appeared that he died by suicide, it emerged that his son Jamie Dutton (Wes Bentley) and Sarah Atwood (Dawn Olivieri), a lawyer who was in a sexual relationship with Jamie, orchestrated a hit.

Beth Dutton avenged her father's death.

Across five seasons, Beth Dutton (Kelly Reilly) earned a reputation as someone who doesn't suffer fools gladly.

She knew as soon as her father died that Jamie was involved in the murder plot, directly or indirectly, and so made it her mission to avenge John's death.

In the series finale, she killed Jamie before Rip Wheeler (Cole Hauser) dumped him at the "Train Station."

Rip Wheeler moved to a new, smaller ranch with Beth.

Rip was initially facing the prospect of being separated from Beth for a year after being asked to take care of cattle down in Texas. But after John died, he promptly returned to the Dutton ranch to be there for his wife.

He stayed there until he and Beth decided to pack up and leave for new pastures. The couple bought a new, smaller ranch in rural Montana and moved there with their adopted son, Carter (Finn Little).

Kayce gave up the ranch and chose freedom instead.

As the last surviving legitimate son of John Dutton — his older brother Lee (Dave Annable) was killed in season one — Kayce Dutton (Luke Grimes) had been the frontrunner to inherit the sprawling ranch from his father.

In the finale, he gave up the burden of the ranch and instead chose freedom.

A cowboy at heart, however, he bought some cattle to rear on a small parcel of land he decided to keep for his family.

Monica was touched by her husband returning the land to the Native American community.

Monica Dutton (Kelsey Asbille) is the granddaughter of the Broken Rock tribe elder Felix Long (Rudy Ramos) and has been married to Kayce since the beginning of the show.

Though their marriage had its ups and downs across the seasons, the finale proved that the most important thing to both of them was family.

The last time audiences saw Monica, she, Kayce, and their son Tate (Brecken Merrill) were pitching in to guide their new herd of cattle home.

Jamie was killed for the role he played in John's murder.

Jamie, who was adopted by the Dutton family as an infant but learned who his biological parents were in season three, spent most of the series swinging wildly between trying to earn John's respect and trying to destroy him.

In the end, Jamie turned against John. Though he wasn't directly involved in John's death, Jamie gave Sarah enough encouragement to go ahead with the murder plot.

While Jamie came to regret this, he paid the ultimate price for his mistake.

Colby, one of the ranch hands, was accidentally killed by a horse.

John's wasn't the only death to shake the Dutton ranch. Colby (Denim Richards), a long-serving horse wrangler, was also killed while defending Carter (Finn Little), an inexperienced cowboy, from an out-of-control stallion in the final run of episodes.

Teeter was heartbroken by Colby's death.

Colby and Teeter (Jen Landon) were one of the show's most unlikely romantic pairings. The short-lived romance between the two ranch hands ended in tragedy when Colby was killed while Teeter was in Texas.

Beth took Teeter under her wing following Colby's death, but Teeter ultimately decided there were too many painful memories in Montana.

She requested a job at Travis' (Taylor Sheridan) ranch down in Texas and made the move.

Ryan gave up ranching so he could pursue his romance with Abby.

Ryan (Ian Bohen), a stalwart of the show, decided he'd had enough of putting his life on hold.

After the ranch was sold, instead of getting another cowboy job, he sought out his ex-girlfriend Abby (Lainey Wilson) at one of her country shows.

The two reconciled and Ryan joked that he'd take a job as one of her road crew so he could stay close to her.

Thomas Rainwater, once one of the Dutton family's biggest adversaries, struck a deal with Kayce to buy the land.

The chairman of the Broken Rock Reservation, Chief Thomas Rainwater (Gil Birmingham), had been fighting with the Duttons over the land surrounding the ranch since season one.

While Rainwater didn't appear much in season five, he returned in a big way in the series finale.

Kayce decided to sell the ranch to the reservation for the same price — $1.25 an acre — that his ancestors bought it for almost 150 years prior.

Sarah Atwood, who masterminded John's hit, was taken out by assassins.

Sarah Atwood got her comeuppance not long after the hit on John was carried out.

After Beth convinced her brother that their father wouldn't have killed himself, no matter the circumstances, Kayce paid a visit to the coroner's office and convinced them to reexamine his father's body and change his cause of death to "undetermined."

While the circumstances around Sarah's death weren't fully spelled out, it appeared that she was gunned down by the same assassins in an attempt to cover their tracks.

• Paramount Network's "Yellowstone" concluded on Sunday after five seasons.
• The series ended with the Dutton ranch being sold off to the Broken Rock Reservation.
• Beth and Rip moved onto pastures new with a smaller ranch in rural Montana.

Warning: Major spoilers ahead for the series finale of "Yellowstone."

After five seasons and over a year of headline-dominating behind-the-scenes drama, "Yellowstone," Paramount Network's modern-day horse opera, has been put out to pasture.

The series — which up until its most recent batch of episodes starred Kevin Costner as a rancher contemplating which of his adult children would be the right fit to inherit his sprawling ranch — has become the most-watched scripted series in America since it hit screens in 2018.

In November, stars of the series spoke to Business Insider about the show's "mind-boggling" popularity, which only increased in the last few weeks as the show neared its conclusion.

"I think that there's something very human about it where it's looking forward and backward with the same glance," Kelsey Asbille, said. "I think that's maybe the secret sauce."

Her costar Luke Grimes credited the fact that, in his opinion "Yellowstone" had something that has distinguished it from the other Westerns — Taylor Sheridan, whom he called "the best writer for this genre that has ever existed."

The final episode, which aired on Sunday, clocked in at over 90 minutes and gave audiences the closure they'd been waiting for: John's murder was avenged, and the fate of the ranch was finally revealed.

Here's a recap of how "Yellowstone" concluded.

John's body was laid to rest on the ranch.

The final episode saw John's body released from the coroner's office, meaning that the family could finally hold a funeral for him. Viewers may recall that his body ended up having a second post-mortem examination, which revealed there had been foul play in his death.

Rip (Cole Hauser) and the men from the bunkhouse dug a hole for his coffin in the Dutton graveyard, and Beth (Kelly Reilly) gathered the family — minus Jamie — to give John a small, intimate funeral.

Beth was overcome by emotion at seeing the coffin, but when asked by the preacher if she wanted to say her goodbyes, she returned to her steely self and said: "I will avenge you."

Beth made good on her promise to avenge her father's murder.

Beth took off from the funeral and headed straight to her adopted brother Jamie's (Wes Bentley) house in Helena.

Having just delivered a speech distancing himself from his involvement in his father's death, he returned home to find Beth hiding in his house.

A brutal and bloody fight between them ensued and, had Rip not got there just in time, Jamie might have choked Beth to death. Although Rip was ready to let loose on Jamie, Beth asked him to stop so that she could be the one to kill him. She then fatally stabbed Jamie in the chest and held his gaze, keeping another promise she once made: that she would be the last thing he would ever see.

Afterward, Rip drove Jamie to the 'Train Station' — in other words, he dumped his body off the side of a cliff. Meanwhile, Beth stayed at the house and called the police, pinning everything on Jamie — her father's murder, Sarah Atwood's hit, and her own close call with death.

Kayce struck a deal with the Broken Rock Reservation to keep the ranch from being sold to developers.

Having gotten his sister's approval in the previous episode, Kayce went ahead with his plan to sell the ranch to the Broken Rock Reservation for the same cheap price — $1.25 an acre — that his ancestors bought it for almost 150 years prior.

"Congratulations, you just made the worst land deal since my people sold Manhattan," Chief Rainwater (Gil Birmingham) told him.

However, Rainwater said there was one distinction: the Yellowstone ranch land will never change in a way that will make it unrecognizable in another 150 years. The tribe will live on the land but never sell it to developers.

As Beth had whispered to John's coffin earlier in the episode, this was perhaps the only way for the ranch to be saved.

"You made me promise not to sell an inch, and I hope you understand that this is me keeping it. There may not be cows on it, but there won't be condos, either. We won," she said.

The ranch's cowboys dispersed.

With no ranch, the crew of cowboys living in the bunkhouse decided their futures. Teeter (Jennifer Landon) landed a job at Travis's (Taylor Sheridan) ranch alongside her old friend Jimmy (Jefferson White).

Lloyd (Forrie J. Smith), the oldest ranch hand, decided that if he couldn't be a cowboy at the Yellowstone ranch, he'd rather not be a cowboy at all and so retired.

Ryan (Ian Bohen) left the ranch and immediately sought out Abby (Lainey Wilson), the country singer he was previously dating, hoping she would take him back.

Beth and Rip left the Yellowstone ranch for pastures new.

When audiences saw Beth and Rip at the end of the episode, they were settled into their new home and ranch, miles away from the Yellowstone ranch, along with their adopted son Carter (Finn Little).

As Beth had promised, the place was really out in the sticks, miles away from a town, let alone an airport. The closest bar, she told Rip, even turned away tourists if they happened to pass through.

"Sounds like my kind of place," Rip told his wife.

Elsewhere, Kayce, Monica (Kelsey Asbille), and their son Tate (Brecken Merrill) had kept a small patch of land for themselves and begun farming their own cattle. Although Rip had offered Kayce the Yellowstone Dutton ranch sign to take with him to his new farm, Kayce declined, stating that he was thinking of starting his own brand.

• Leonie Pendergast is 90 and still works full-time.
• She and her family own a few businesses, including the cuckoo clock shop she works in.
• She attributes her longevity to staying busy, never drinking or smoking, and small portions.

This as-told-to essay is based on a conversation with Leonie Pendergast, a 90-year-old businesswoman from Omeo, Australia. It has been edited for length and clarity.

I'm 90 years old and still work full-time in our family's business, a cuckoo clock shop called Omeo Clocks and Glass. I love meeting people and looking after the shop. I firmly believe that as you get older, provided you're still healthy enough, you're much better off doing something. Once you sit down at my age, it's all over.

My husband's family were pioneers in Omeo, Australia, where we live. According to the 2021 Census, it's a small town with a population of 411 people.

My work keeps me busy

My daughter Deb and her husband built the first section of our original shop, the Omeo German Cuckoo Clock Shop. However, Omeo was too quiet for a young couple, so they moved on, and I took over. I had spent 26 years working at the original shop location.

In the meantime, my husband, our son, and I bought another business, Omeo Rural and Hardware Supplies. My husband Tony, who is 88, still works at the hardware shop and drives our truck every day.

After 26 years, I sold the original building where our shop was located. When my daughter moved back to town during the pandemic, I wasn't really enjoying retirement, so she and her partner ended up reopening the cuckoo clock shop at new premises on a smaller scale, and I've been working here for the past three years.

I love meeting people — that's the main thing. We have interesting stock, too. We sell Christmas decorations and cuckoo clocks, which are unique.

I usually work from 10 a.m. until 4:30 or 5 p.m. I do everything in the shop, and my dog, Ivy, a Maltese Shih Tzu mix, keeps me company. I also spend time washing the tea towels for our family's bakery a few doors down.

I don't drink or smoke, and I stay active

When it comes to longevity, I think a lot of it comes down to genetics, but there are two things I've never done — drink alcohol or smoke. Growing up, my parents owned pubs, and we lived on-site, so by the time I was 17, I'd seen enough people drinking to last me a lifetime. It didn't interest me at all.

I also think it's important to stay active. You don't sit down if you're running a business like this one. I took even more steps in the other shop location because I had a flight of stairs to climb.

We still live on our own

Tony and I still live independently together in our own home. I have a hot dinner on the table every night when he comes home after work. Our diet is fairly plain. I always make myself an egg on toast or an omelet for breakfast. Ivy and I share a pie or sandwich for lunch, and it's always meat and vegetables or a salad for dinner. We always have small portions.

My faith grounds me, even through hard times

I'm Catholic and I believe religious faith does give you grounding. We've experienced many hardships, including bushfires that have displaced us for up to 10 days at a time. But faith gives you something to hang on to when things go wrong.

Looking back on my life, I'm happy with what I've achieved, but I would have liked to further my education. I left school the week before I turned 14. Back then, you couldn't go online and do a university degree or add to your education like you can nowadays.

Overall, I'd say my husband and I are very blessed. We have a new great-granddaughter who is due soon, and we're having a quiet Christmas because we'll be busy with the baby. Tony and I both have some health problems, but we do what our health allows us to do.

• Michael Dell says humor is vital and workers need to laugh and play and relax sometimes.
• The Dell Technologies chief said people shouldn't always listen to their parents' advice.
• Dell said he goes to sleep early, works out around dawn, and enjoys Texas barbecue.

Laugh and play pranks, balance work with downtime, and don't always listen to your parents' advice, Michael Dell says.

The Dell Technologies founder and CEO shared the colorful life advice during a recent episode of the "In Good Company" podcast. Dell, 59, ranked 13th on the Bloomberg Billionaires Index with a $115 billion fortune at Thursday's close.

The personal-computing pioneer said humor plays a key role at his company.

"If you can't laugh, joke around, play tricks on people, you're doing it wrong, right?" he said. "You have to be able to laugh at yourself."

Dell said he toiled tirelessly as a young man to build his company, which generated $88 billion of revenue last year. But he warned against overworking and burnout.

"I learned a long time ago that there's a diminishing return to the number of hours worked in any given day, " he said. "And if you're going to do something for a long time, you better find the [right mixture of] working and playing and relaxing."

Dell said he goes to bed at about 8:30 or 9 p.m. each night and wakes up around 4 or 5 a.m. to exercise.

"You won't find me at the nightcap," he said. "I'll be asleep."

Barbecue and bad advice

The Texan businessman also voiced his love for one of his home state's delicacies, even if he doesn't prepare it himself.

"I believe in the theory of labor specialization, so I personally am not cooking a lot of barbecue, but I'm definitely eating barbecue," he said.

Dell also offered some general advice for young people: "Experiment, take risks, fail, find difficult problems, do something valuable, don't be afraid, and, you know, be bold."

He recalled his parents encouraging him to become a doctor and urging him to set aside his passion for building computers. On the other hand, he remembered his mother telling him and his two brothers when they were little to "play nice but win," which became his company's guiding philosophy and the title of his 2021 book.

"Well, yeah, your parents aren't always right, but they're not always wrong either," he said, adding people's "mileage may vary on the parents."

• Buy-now-pay-later provider Affirm says it's committed to being a remote-first company.
• However, one challenge of remote work is finding ways to get company culture to thrive.
• COO Michael Linford told BI about one approach he's using to get teams to work more effectively.

Back during the COVID-19 pandemic, buy-now-pay-later provider Affirm decided to commit fully to being a remote-first company.

"We debate it all the time," chief operating officer Michael Linford told Business Insider. The company had "not looked back," he said, and it "would be very difficult for us to go back on that."

"We think it benefits us and our employees," he said. "We recruit from deeper pools of talent. We get more productivity from our team."

However, Linford said one persistent challenge is finding ways to get company culture to not only survive but thrive.

In particular, the COO pointed to the importance of building what Affirm founder and CEO Max Levchin dubbed a "high-performance culture," which in true fintech fashion has been rendered into a key metric that is tracked each quarter.

In a recent blog post, Levchin defined the term as "a culture of individuals doing productive work for the company in the most efficient way possible and helping others do the same, while generally having a good time."

The puzzle, Levchin said, is how do companies actually accomplish this — and what should they avoid doing.

A high-performance culture is never final, Linford told BI. "That is a function of sustained focus," he said.

Right now, one approach Linford said he's focused on is less about maximizing day-to-day work experiences and more about creating additional opportunities to connect in person, especially in cities like Austin, Texas, where he and about 40 other employees live.

"We just take a couple of days a quarter and get a WeWork, and folks can come together," he said. "The point isn't that these folks are working together. They're not. They literally have no work overlap."

"The point wasn't that. It was to be Affirmers together in a room," he added. "That's where culture gets reinforced."

Bringing together people from across the company — like an Android engineer, a recruiter, an HR team member, and the COO — underscores a value expressed by Levchin that Affirm is made up of individuals working together.

At the same time, such cross-functional coworking likely helps the company avoid the pitfall of an "us vs them" dynamic that Levchin says is prohibited at Affirm.

"Max felt compelled, I think, to write that because we do want to not let culture just get created," Linford said. "We want to make sure we're influencing what it is the team is feeling, thinking, et cetera, and leave our mark on it."

Like Affirm, Spotify is another major company that has committed to not calling staff back to the office. While Amazon, Meta, Apple, and Google have all ordered staff back to the office for either a hybrid or fully in-person setup, Spotify has said it will continue to have physical offices and a "core week" where teams are encouraged to meet up in person.

The music-streaming platform said the flexible policy led to a decrease in attrition rates, increased workplace diversity, and hiring times that were six days faster.

However, Spotify's chief human resources officer, Katarina Berg, said in an October interview that it is "harder" to collaborate virtually.

"But does that mean that we will start forcing people to come into the office as soon as there is a trend for it? No," Berg said.

• Aritificial Intelligence is likely to disrupt the global workforce, research shows.
• Mark Cuban believes impacted jobs will be those that require simple yes or no decisions.
• Cuban told BI that the impact on a company's workforce will depend on how well AI is implemented.

Billionaire Mark Cuban doesn't believe artificial intelligence will devastate white-collar work.

In an interview published Thursday on "The Weekly Show with John Stewart," Cuban said he believes the fast-advancing technology will not impact jobs that require workers to think.

"So if your job is answering the question, 'yes or no,' all the time — AI is going to have an impact," he said. "If your job requires you to think — AI won't have much of an impact."

Cuban, the CEO of Cost Plus Drugs, an online prescription service, said workers must supervise AI and ensure that the data the models are being trained on and the resulting output are correct.

"It takes intellectual capacity. So somebody who understands what the goal is, somebody who's been doing this for years, has got to be able to input feedback on everything that the models collect and are trained on," he said. "You don't just assume the model knows everything. You want somebody to check — to grade their responses — and make corrections."

AI's recent advancement has raised existential questions on the future of work.

The World Economic Forum reported in 2023 that employers expected 44% of workers' skills to be "disrupted" within five years, requiring a massive effort on worker retraining.

A McKinsey study, however, found that AI won't decimate white-collar roles such as those in legal or finance. Instead, AI can potentially enhance those jobs in the long term by automating about 30% of overall hours worked in the US.

Cuban told Business Insider in an email that AI's impact on any company's workforce numbers will be on a case-by-case basis.

"Every company is different," he said. "But the biggest determinant is how well the company can implement AI."

• Susie Moore, a life coach, moved to NYC and landed a tech job by leveraging mutual connections.
• Networking to set yourself up for a future opportunity is especially effective during the holidays.
• She suggests setting intentions, creating ping lists, and attending events to expand your network.

When I was 25, I moved to New York City from Sydney without friends, career prospects, or a college degree. Despite being what some might call unprepared, I knew I would land a job because I excel at connecting with people and taking initiative.

Within two months, I started working for a tech company because I leveraged a mutual connection, an industry peer in Australia whose company had an NYC office. I asked for an introduction to her US team, and she gave me one. A single warm email connection was all it took to get me in the door.

Networking is simply building relationships by being proactive, and it doesn't have to be a cringe-worthy chore. It can be fun, graceful, and extremely rewarding, and the holiday season is the perfect time to do it. There's an undeniable "holiday glow" to people in December.

Now, as a life coach of over 10 years, I encourage my community to expand and nurture their networks no matter their career choices or future goals. If you want to step up your networking game as 2025 fast approaches, here's a checklist to seize the season before the year ends.

1. Set an intention

What do you want your networking efforts to accomplish? Are you seeking a new position in the new year? Do you want to attract new clients to your business? Do you want to kick off a side hustle? Or do you simply want to strengthen your network for the future?

A measurable goal is ideal, but networking is valuable even without a specific goal. A mentor of mine once told me she has a spreadsheet of 50 people she emails casually every quarter for no reason but to say hello and keep the relationship alive. So few people do this!

We let so many relationships go to waste because we make too little effort, so those who keep in touch win because we stand out and are top of mind when opportunities roll around — and they do. My connections have brought me investment opportunities, speaking engagements, and book deals.

2. Get into the holiday spirit

The season of goodwill is a great time to reach out and express gratitude. Most people are reflective and slow down a bit this time of year, so it's the ideal time to send a short gratitude note, text, or DM like this:

"Thanks for your help with X project this year — it meant a lot. Wishing you the best holiday break and start to 2025!"

"I'm lucky to have worked with you this year, and I hope the new job at X is going great! Hi to (spouse name)."

"I just found the coolest candle shop/whisky tasting/tennis memorabilia site (insert picture/link of the thing the person likes). Happy holidays to you!"

Sincere, short, sweet, personal messages go a long way in letting people know how they've encouraged, inspired, or helped you — or even that you're just thinking of them.

3. Create a custom ping list

Success can come down to volume and some experimentation. It's easier to start with people you know, but you can also include some people you'd like to know — for example, I might include 5-10 people I admire with mutual connections.

When I moved to NYC, I looked up connections of my friends on LinkedIn and used that as a way to introduce myself:

"Hi name! You and I are both friends with the lovely (friend's name).

I've just moved to NYC and this city is just beautiful in December. Perhaps we could have a latte if you have 20 minutes free next week? It would be great to share some industry information and connect. I'll gladly come to (part of the city where that person lives/works).

Happy holidays!"

Aim to reach at least 30 people before year-end based on your intention. These can be former coworkers, members of your running or book club, friends of friends, or anyone you'd like to know better.

Not everyone will respond to you, but the right people will. A few Decembers ago, I met up with a fellow entrepreneur who had recently moved to Florida. We've enjoyed more than one business collaboration since, and she's also become a client of mine.

4. Get out there

December is a social season. I've made many connections at apartment lobby parties, holiday celebrations, and New Year's Eve gatherings.

If you're more introverted, be selective about what you attend — just keep returning to your intention (a tech mixer might be worthwhile, for example, but drinks at your next-door neighbor's place may not). Generally, it's worth showing up if you feel on the fence about an invitation. A little face-time goes a long way in nurturing connections.

People are also less busy around the holidays than you think, particularly during the last two weeks of December when schedules slow down. This can be a great time to suggest meeting for coffee, a cocktail, or even a walk. This can also mean a lot to folks in an age of increasing isolation.

5. Underthink it — do it now

The reach-out part is fast. Attacking your ping list doesn't require blocking out hours on your calendar. You can act on it in small pockets throughout the day — waiting for an Uber, in line at CVS, when you have five minutes to spare before a meeting. Ditch the social media scroll and do something valuable with these idle minutes.

Doors open for those willing to knock. It's no secret that those who create and maintain sincere relationships experience more opportunities over time. Your network provides a safety net and a steady foundation for information-sharing, mutual support, and fun, so stay connected.

Susie Moore is a former sales director and startup advisor, a life coach and advice columnist, and the host of the Let It Be Easy podcast.

When Russ Schmidt was about 12, he was helping out on his family's farm in rural Kansas when his father looked at him and said, "You're not worth anything if you're not working."

Those words fixed themselves in Schmidt's brain. Decades later — at age 66 — they still have a hold on him.

"I was, I am, a really good employee," he says. Through his two careers in San Francisco, first as an administrator and then as a nurse for 20-odd years, he often did more than what his job required. "I see something that needs to be done, I do it," he says. He rarely took time off, so before he could officially retire in February 2023, he had to use the four months of vacation time he had accrued.

The change of pace of retirement was rough. His life became a cycle of alternating between bed and couch, eating and watching Netflix. He told himself he needed rest and recuperation — "but at some point," he says, "I realized this is settling into depression." After six months, Schmidt found a job working at a sexual-health clinic for two days a week.

When we think of retirement, we often think of endless leisure and zero responsibility. You might imagine yourself relaxing poolside with a book, strolling through a golf course, or binge-watching TV shows. In fact, many retirees live like this. The 2023 American Time Use Survey found that adults between 65 and 74 spent, on average, almost seven hours a day on leisure and sports, with four of those hours spent watching TV. Adults 25 to 54, on the other hand, averaged about four hours of leisure time and about two hours watching TV.

Spending your twilight years lying around might sound ideal — after all, everyone deserves a chance to relax after decades of working. But research suggests a life of pure leisure doesn't make you happier or healthier. About a third of American adults have said they struggled in transitioning to a life without work, and sedentary lifestyles are associated with earlier death. People are living about 15 years longer than they did a hundred years ago, which means we have many more years to spend in retirement. While there's much hand-wringing over how to save up enough money to enjoy those work-free years, much less discussed is how we should spend those years. More and more research is finding that both physical and social activity are crucial for well-being in old age — they keep people happier and living longer.

But that's not what most people are doing. Americans are doing retirement all wrong.

The concept of retirement as we know it came from German Chancellor Otto von Bismarck, who in 1889 designed a social insurance program compelling the government to care for people who couldn't work because of age or disability. When Social Security was established in the US in 1935, the retirement age was set at 65, though the average life expectancy was about 60 years. The norm was for people to work until they could not work anymore. Today the average life expectancy is about 77, and the age you can start receiving full Social Security benefits is either 66 or 67, depending on when you were born. We're working longer and living longer.

That has created two problems: People need to figure out how to pay for a longer retirement and how to spend their time. Anqi Chen, a senior research economist at the Center for Retirement Research at Boston College, says people are addressing both by simply working longer. Researchers, she says, have seen more people claim Social Security while they're still earning an income — something that used to be typical only of retirees. Of Americans 65 and older, nearly 11 million, or about 19%, are employed, and that number is projected to rise to nearly 15 million by 2032. Twenty years ago, just under 5 million Americans over 65 were employed.

Schmidt straddles these scenarios. Before retirement, he changed jobs too often to properly build up a pension — something he didn't realize until it was too late. Now finances are tight. "In that sense, retirement has been a letdown and a struggle," he says. He and his husband, who hasn't yet retired, have watched their savings dip even as Schmidt contributes through his part-time work.

Dee Cascio, a counselor and retirement coach in Sterling, Virginia, says the growing urge to work in retirement points to a larger issue: Work fulfills a lot of needs that people don't know how to get elsewhere, including relationships, learning, identity, direction, stability, and a sense of order. The structure that work provides is hard to move away from, says Cascio, who is 78 and still practicing. "People think that this transition is a piece of cake, and it's not," she says. "It can feel like jumping off a cliff."

In an online survey conducted early this year by Mass Mutual, a majority of retirees said they'd become less stressed and more relaxed upon retirement, but as many as a third reported that they'd become unhappier. Research from the Health and Retirement Study from the University of Michigan suggests that some of the negative effects people can experience in retirement are tied to lifestyle changes such as being less active and social in the absence of work.

For some, the solution is to never give up work. Schmidt feels that even if there had been no need for him to make money after retiring, he still would've sought out a part-time job. With it, "I don't feel useless," he says. "I do work that feels like I'm really giving something to the community."

But returning to your old line of work is hardly the only way to stay emotionally and intellectually fulfilled in retirement.

The idea that our personal worth is determined by how hard we work and how much money we make is deeply embedded in US work culture. This "Protestant work ethic" puts the responsibility of attaining a good quality of life and well-being on the worker — if you don't have the time or resources for leisure, it's because you haven't earned it. Or as Schmidt's father put it, "You're not worth anything if you're not working." This pernicious way of thinking prevents people from seeing purpose or value in life that doesn't involve working for a paycheck.

Meanwhile, more and more research suggests that a sense of purpose is a vital factor for health and happiness, especially in older age. "Higher purpose in life is associated with reduced risk of heart attacks and strokes," says Eric Kim, an assistant professor of psychology at the University of British Columbia. For adults older than 50, it's also associated with better grip strength and faster walking speed, better overall health, healthier habits, less loneliness, and a lower risk of depression.

So what does purpose outside a career look like? Paul Draper thinks he's figured it out.

In August 2023, six months before he was set to retire from his job as an enterprise-software product manager, Draper, now 68, made a plan. He liked his job and felt satisfied leaving it behind, but he recognized he still had a lot of energy and wanted to learn new things and meet new people. He was already involved in volunteering — doing prison ministry and working with soup kitchens — but more than that, "I was interested in doing things that I didn't know anything about," he says.

Draper's first thought was to work at a hardware store. He was somewhat handy but wanted to learn more about home repair. So he did. He got a part-time job at his local big-box hardware store handling doors, windows, and staircases. "That was great," he says, "because all of a sudden I had to learn a lot" to be able to answer customers' questions and solve their problems.

The job was never meant to be a forever thing. After 10 months, it began to feel more monotonous and less like a learning opportunity, so Draper decided to move on. He plans to replicate that experience and pursue other areas of work he's fascinated by. "There's a company in my area that builds continuous transmissions for bicycles and e-bikes," he says. "I just want to intern there." His dream role, however, is to lead city tours on Segways.

Since Draper isn't worried about needing an income, he can focus on learning. "There are a million fun things to do, but 99% of them are unsustainable to do as a career," he says. He views retirement as his opportunity to experiment with that 99% without worrying about achievement, a career, and the general hustle. Plus, he says it's been fairly easy to find these gigs. "I have found that there's a lot of employers that love retirees," he says. "One, because they're good with people. Two, because they're very reliable for the time that they have them, and they're calm, and they work well with other employees."

Cascio has found that when helping clients bring purpose back into their lives in retirement, it can help to think about the "six arenas of life": work, relationships, leisure, personal growth, finances, and health. A lot of people have drawn their sense of purpose or identity from work, and they might want to continue doing so through jobs or volunteering in retirement, she says. But any of these arenas can be a source of purpose. "If you haven't attended to your health and that's something you want to improve in retirement, that can become a purpose," she says.

Some activities can provide purpose in several of those areas. Draper's various odd jobs mean that he's more physically active than he would be if he stayed at home, and he's constantly meeting new people. "I've heard of people's circles closing up, but I'm finding I interact with more people, and on a regular basis," he says. Both greater social interaction and increased physical activity are associated with happier and healthier aging.

Kim says retirees who aren't exercising, socializing, or pursuing a sense of purpose may have self-limiting beliefs and pessimistic views of aging. "I've met people who will say, 'I'm X years old, and people who are this age don't really exercise anymore,'" regardless of whether their bodies are capable, he says. Sometimes older adults have to first overcome the idea that because they are older they are limited. A well-known 2002 study — and much follow-up research — found that people with more positive views of aging lived longer than those with more negative views. Kim says it can be tough to surmount those limiting beliefs, especially in a society where aging is seen as something to be avoided. In reality, there's no expiration date for finding new sources of fulfillment.

Of course, some people are perfectly happy with a leisure-filled retirement. "If you're only golfing and watching TV and you don't feel like there's anything missing in your life, you're completely happy, then I wouldn't go and say there is a psychological reason why you need to go and volunteer for a cause you care about," says Yochai Shavit, the director of research at the Stanford Center on Longevity. If you live a life of leisure but are still bored, or if you're ignoring a sense of discontentment, that's when the trouble starts. "The risk I see is that people brush aside those feelings," he says.

There's no "one size fits all" formula to retirement, but experts like Shavit hope that more people approach retirement with the understanding that they still have the ability — and often the time — to find meaning and fulfillment. Don't fall into the trap of thinking that "boredom is a 'natural' part of retirement and having aches, both internally and physically, is just a part of growing old," Shavit says. They're not, and they don't have to be.

Hannah Seo is a Korean-Canadian journalist based in Brooklyn, New York, who writes about health, climate, and social science.

• Rebecca Vijay, an online entrepreneur, faces isolation and challenges due to time zone differences.
• She works in publishing through the night and sleeps during the day while her family is away.
• Global connections through coaching groups have helped her overcome isolation and find support.

I'm an online business owner who provides book writing and publishing services. My focus is on women's empowerment through faith, entrepreneurship, and financial literacy.

As a child growing up in New Delhi, every day was an adventure with friends and weekends were busy with church, youth events, and programs. Coming from a carefree youth setting to stepping into the workforce and adjusting to a 9-5 schedule took some time.

Now, as I run my business from home alone, I feel even more isolated.

I worked a few corporate jobs before starting my business

After working in different organizations at the start of my career, I settled at Oxford University Press for almost eight years, heading a commissioning team that published management books.

I got married in 2008, found we were expecting twins, and lost my firstborn twin son on the third day of his life. I raised my preemie daughter with my husband's support.

Infant loss can be a taboo subject, and most people around me chose to ignore it. Stifling my thoughts and emotions forced me into my shell.

I had another son, and when he was a few months old and my daughter was in kindergarten, I decided that money can always be made but spending time with my kids during their formative years was more important. I left corporate life in 2014. Not many people in my life understood this decision.

I became an author and struggled to feel understood by my community even further

I started blogging, and in 2017, I wrote my first book, "My Angel in Heaven," about my son's death and finding comfort in God, which helped many bereaved parents and became a bestseller on Amazon.

Though people around me congratulated me, I didn't feel like they understood what it took out of me to bring the book to life. I went on to have two more books published that year, and the response was the same, as they hit bestseller lists, too. It made me feel even more disconnected from the people around me.

I then faced new challenges when I became an online entrepreneur

I started my company, Fount of Grace Creatives, in 2018, providing publishing services to local authors and expanded it into an international publishing house in 2021.

I created a concept for an anthology featuring inspiring stories of global women changemakers, trailblazers, and visionaries. Arranging coaching or networking calls is difficult; when for some, it's midnight, for others, it's early morning.

As I work mostly with US clients now, I tend to work during the evenings, leading to late nights. Sometimes, I'm even up until 4 a.m. or 5 a.m. or maybe not sleeping at all, as I need to be up by 6 a.m. to get my kids up for school.

Once my kids and my husband are out for their day, I try to get a few hours of sleep. It's extremely difficult as our maid will come, trash will need to be picked up, some courier will come, etc.

I generally put my phone on silent as otherwise it will keep ringing and disturb my irregular sleep. On top of that, I get migraines, which get triggered by lack of or interrupted sleep.

It's difficult for friends, family, and acquaintances to understand my schedule

My husband works in logistics and others around me are mostly in IT, teaching, HR, finance, banking, or ministry.

For them, I'm at home and need to be available whenever they call or message. Some feel that the online world where I work is not a "real" job and don't seek to understand it. They also don't understand why I've invested in mentors, online programs, and courses.

I work on business development, sales and marketing, social media, and fulfillment. This is very different from more traditional jobs, and I'm all the more isolated as I can't share about my work or what it entails.

The pandemic came and made everything worse

We were imprisoned within our own four walls. I lost my mom and some close friends.

Before I could even make sense of that, cancer stole two of my favorite and most inspiring authors whose stories I published.

All this left me spinning out of control and alone.

I started to make friends online

I've connected with others through global coaching groups to learn strategy and skills for my business. These women have helped me break boundaries in my mind and figure out how to cater to international audiences and charge in USD, as they've had to break their own barriers and obstacles to gain success.

These women have become friends and helped me feel less alone. We have similar struggles, share our success stories or tips, and speak the same jargon.

Investing in myself, following through on my vision even when others didn't understand or see it, and focusing on my mission have helped me develop these deeper virtual personal relationships.

The struggles are worth it

Life as an online entrepreneur from a different time zone than most of my clients has been difficult and lonely, but when I look back at the lives I've touched through publishing their inspiring stories, the sacrifices have been worth it.

I plan to go on to train corporations and educational institutes in personal development and women's leadership and continue to encourage my kids and women across the world to dream big, not be limited to a 9-5 job, and consider working online as a way to gain time and financial freedom.

Do you have an isolating job and want to share your story? Email Lauryn Haas at [email protected]

Once upon a time, corporate bosses, associates, and interns alike would set aside their different titles and gather each December for drinks, dancing, and conversation. There would be gourmet dinners, chocolate fountains, DJs, and even live bands. For some, it was a night of merriment and splendor; for others, of awkward small talk, followed by deep regret.

Then the holiday party became endangered. In the wake of #MeToo in 2017, more professionals began rethinking the wisdom of a boozed-up night with their colleagues. The pandemic and remote work delivered a near death blow. In a 2020 survey of about 200 HR representatives by the executive-outplacement firm Challenger, Gray & Christmas, a mere 23% said they opted for seasonal celebrations, nearly three-quarters of which would be held virtually.

But as the return to offices continues, companies are slowly reinstituting holiday parties. Last year, nearly 65% of companies surveyed by Challenger, Gray, & Christmas said they planned to host in-person holiday parties, within sight of the 80% reported in 2016, before the advent of #MeToo. If plans pan out, this year could have before-times levels of corporate holiday cheer.

The return of the office holiday party could be a happier development than many jaded workers are likely inclined to presume. With two-thirds of the American white-collar workforce working remotely either some or all of the time, according to a USA Today survey conducted earlier this year, face time with colleagues and superiors is no longer a default feature of the 9-to-5. That might not be a big deal for everyone, but early-career workers stand to pay the steepest professional price for missing out on the kinds of networking and mentorship opportunities that are likelier to happen organically in a shared physical space. All the while, workers across the board are feeling increasingly lonely, overextended, and disengaged. They need something — anything — to celebrate.

In a work environment punctuated by uncertainty and isolation, it might be premature to let one's inner Scrooge have the final word on the tradition.

From Fezziwig's ball in "A Christmas Carol" to the power-suited backdrop of the 1988 Christmas Eve action thriller "Die Hard," the workplace holiday party has been a fixture of the cultural imagination for generations. But in the mid-20th century, the event garnered its enduring reputation for sloppiness and day-after regret. A 1948 Life magazine photo spread from a Christmas party thrown in the office of a Manhattan insurance brokerage depicts, among other modern-day HR violations, a pantless male executive dancing arm in arm with a young female stenographer and a pair of colleagues leaning in for a smooch beneath a bundle of mistletoe.

Somewhere along the way, festivities evolved from low-key gatherings held at the office to lavish affairs that might include gourmet meals, hired entertainment, and even international travel and accommodation on the boss' dime. The pandemic notwithstanding, the economic pendulum has largely dictated its tilt toward excess or restraint.

As a Toronto-area DJ during the halcyon days of the late-'90s dot-com bubble, Baruch Labunski had a front-row seat to corporate-party splendor. "I went to many and saw a lot of crazy things," he said. He described being flown to DJ holiday parties in far-flung global destinations such as Bora Bora, Palawan, and Ibiza — and, on top of that, getting paid $50,000 to $100,000 per event. (When I asked how many holiday parties he booked in a typical season, he said only "many.") By the time the dot-com bubble burst and the demand for his services cooled, Labunski had tired himself out of the DJ booth and pivoted to a career in marketing.

Economic recovery in the mid-2000s spurred a holiday-party renaissance, only to be dashed once again in the 2008 recession. A few years later, Wall Street firms were reportedly back to enjoying hush-hush holiday festivities reminiscent of their heydays. The free-money firehose of the ZIRP era was in full force, and excess was back in style.

Danielle Kane, who was a reporter for a niche New York City financial-services publication between 2015 and 2017, said that one year her company flew the entire staff of 50 to 75 people to Berlin. "Hotels and flights were paid for, there was an experiential dinner at the Berlin TV Tower, and then they paid for everyone to get into a fancy club afterwards," she said. "It was a late night, and I've never experienced a company holiday party like it since."

For all their fun, these often cringe-inducing affairs earned a bad rap — one that may come to bite younger workers.

Despite some companies' largesse, the general workforce's enthusiasm for holiday parties has long been mixed. In a 2017 survey of American workers by Randstad, 90% of respondents said they'd rather receive bonuses or extra vacation days than attend a company holiday party. "The ideal situation," Constance Noonan Hadley, an organizational psychologist, told me, "is to offer activities that foster employee social health (such as a holiday party) without asking them to sacrifice their financial health (such as a bonus) or their mental health (such as time off)."

Companies squander the opportunity to make holiday gatherings meaningful in all sorts of small but critical ways. Hadley said the Christmas-specific focus of many company holiday parties could be alienating to workers who follow non-Christian religious traditions. Parties are often held at inconvenient times and places — too late on a weeknight for parents, in a location that has expensive parking or is hard to access. Holiday parties at big firms can also be loud, hot, and crowded, which makes it difficult to have meaningful conversations or meet new people.

Well-planned company holiday parties, on the other hand, can be a boon to employees' overall work experience and even strengthen company culture. A study of workers at several German companies in 2019 concluded that parties could encourage social bonding, especially when employees' feedback steered the planning. The study suggests, for example, that icebreaker activities that get people from different parts of the organization talking help build camaraderie, despite the eye rolls they may initially provoke. Over time, that can contribute to a happier and more cohesive work environment.

For early-career workers, the benefits can be more pronounced. Rick Hermanns, the president and CEO of HireQuest, a global staffing company, said social events could help make up for the "intangible aspects of career growth and camaraderie between colleagues" that younger workers may miss out on when they're partly or fully remote. In a 2023 Adobe poll of more than 1,000 Gen Z workers at midsize and large US companies, 83% of respondents said a workplace mentor was crucial for their career, but only 52% said they had one. While holiday parties aren't the be-all and end-all of workplace networking, they provide a critical opening to build and fortify connections.

"When I look back at my early career in banking in Los Angeles, I appreciated the time I had to walk into a senior executive's office or grab a beer after work with colleagues," Hermanns said. "Those are the intangibles you can't quantify yet ultimately impact your career growth." Simply put, face time matters.

It makes sense that Gen Z and millennial workers would be more enthusiastic about workplace holiday get-togethers than their Gen X and baby-boomer counterparts. "Company leaders need to help Gen Z — as well as millennials, whose workplace experience was hugely disrupted by COVID — to build strong interpersonal workplace relationships," Hubert Palan, the CEO of the product-management company Productboard, told Business Insider last year.

Given that much of the global workforce feels lonely on the job, it's not just the youngest workers who need a social boost. A new study Hadley coauthored evaluating workplace loneliness and remedies found that the loneliest people at work were those who were offered the fewest social opportunities by their employer. "In fact, the number of social offerings provided was one of our most predictive variables in terms of whether someone was socially connected at work or not," she told me. Hadley also found that while fully remote work did seem to increase the risk of loneliness, it was less significant of a variable than whether a person was introverted or worked for an organization that held regular social activities for staffers.

The German study suggests that a holiday party can serve as the ritual capstone for these more routine coworker events, making year-end hobnobbing just a little extra special. While the ideal party activities will depend on an organization's culture, a few basic considerations — such as hosting the event somewhere besides the boring old office — go a long way. Elements of fun help too, whether they take the form of a themed photo booth, a creative dining experience, or, yes, a DJ.

A dash of festive foresight can make the difference between the raunchy affairs of yesteryear and a few hours of meaningful, PG-rated bonding between coworkers. "A nice holiday event gives people a break in their wallets and signals that the leaders value personal connections and socializing," Hadley said.

For a company's youngest workers, the benefits may last a professional lifetime.

Kelli María Korducki is a journalist whose work focuses on work, tech, and culture. She's based in New York City.

• My son is in second grade and gets homework in several subjects every day.
• Sometimes, we are both up past his bedtime to ensure everything gets done.
• A child psychologist agrees that homework on second grade can be overwhelming.

When I was in second grade, I used to get excited when I had homework; it meant I wasn't a little kid anymore, and I had real work to do.

But my second grader comes home every day with homework in several subjects, and by the time I pick him up from his after-school activities, it's well after 5 p.m., and he's exhausted.

To complicate things, the way schools teach math is different from how it was taught when I was a kid, and if it wasn't for the text chat a few of us moms have created, I wouldn't always know how to decipher it.

If parents aren't on top of the homework, we feel like we are failing our kids. In a moment of frustration, one of the moms reminded us, "In Finland, kids don't even start reading until age 7!"

I adore my son's school and its incredibly dedicated teachers. And who could deny the merits of weekly spelling tests, reading assignments, and core math reviews. But at what point does homework become too much?

Homework causes fights between us

I certainly get that this is a competitive world, and we don't want our kids to fall behind, but isn't it enough if we just have our young kids read every night and focus on recouping from a day of focus?

It's also hard for me as a parent to put in a full day of work and then fight with my 7-year-old over completing his math sheets. I get a lot of "You are the worst mom!" and "Mom, I can't do it!" type statements, which don't elicit the best feelings after not seeing my child all day.

I'm not even saying no homework at all during the week, just not every day. Reading absolutely should be done daily, but those days when I don't see math homework listed in my son's assignment book are some of the best for both him and me.

There's a recommendation for how many minutes of homework per grade kids should get

I spoke with Emily Edlynn, a child psychologist, mom of three, and author of the parenting book "Autonomy-Supportive Parenting: Reduce Parental Burnout and Raise Competent, Confident Children," who recognizes that the homework level in second Grade can be overwhelming. Her son is in fifth grade now and attests that his homework in second grade was the most he has ever had.

Edlynn says that the official recommendation is that there should be 10 minutes per grade level of homework — for my son, that would mean 20 minutes. However, kids all work at different paces and Edlynn says to keep track of what your child is able to accomplish in that time and once determined, you can work with their teacher to prioritize which ones you should devote the most attention.

Edlynn, also advises working with your child to create a homework routine on which they have input. The parent may be the one who decides which assignments take priority, but perhaps your child can help determine whether they want to do it right after school or in the early evening.

I'll take the wins whenever I can get them

And then there are those days when my son comes home, does his math and language homework without any issue and we have fun playing an interactive game to learn his weekly spelling words.

On those days, I think, maybe homework every day isn't so bad. Of course, that's after I promised him a handful of gummy bears before dinner.

Before turning 30, John, a trader in Washington, DC, spent nearly $22,000 to fix his receding hairline, an issue that had long been on his mind.

If not for a high-paying job in finance — in private banking and now trading derivatives for an asset management firm — he said he wouldn't have taken the plunge on two hair transplants.

"I would look in the mirror, I would see my hair receding, and it would just take up some of my emotional and mental bandwidth," John told Business Insider.

After spending $18,600 on his first procedure at 25, he decided on another transplant four years later. He traveled to Turkey to cut the cost, spending $3,250 in cash, which included airport transfers, a three-night stay with breakfast in a five-star hotel, the hair transplant, and postoperative care.

His nerves kicked in when he arrived and realized the 10- to 12-hour surgery would take place at a practice that wasn't as clean, welcoming, or professional as the one back in DC.

Still, the toll of worrying about other people's perceptions of him made it a gamble worth taking.

In his previous role in private banking, John worked in sales with high-net-worth individuals and knew that the way he presented himself in meetings and pitches was "incredibly important."

After his transplants, he said he felt more confident and spent less time questioning how clients and coworkers perceived him. Instead, he used that time to focus more on his work.

"Not thinking about, 'Oh, do they notice my hair thinning?' or 'Do they notice my receding hairline?' really allowed me to free up my mental space," he added.

John isn't alone in making this type of investment in his career. Business Insider spoke to four men in the corporate world who are willing to spend a lot to look good for their jobs, investing in services from plastic surgery to hair-loss treatments and time-consuming self-care routines to gain a competitive edge.

People identified by only a first name were given pseudonyms because they feared career-related repercussions. Their identities are known to BI.

The 'Brotox' boost

Over the past five years, it's become less taboo for men to discuss their desire to undergo some type of rejuvenation, Dr. Daniel Maman, a plastic surgeon with a practice on Park Avenue in New York, said.

"Ten years ago, it was just a topic that wasn't discussed amongst men," Maman said. "We did have some men in the practice, but it was usually quite secretive, discreet. They were very nervous about coming in, nervous about seeing others."

Now, he said, some men view getting work done as basic maintenance — just like "getting a haircut."

A 2023 survey from the American Society of Plastic Surgeons found that the number of men getting cosmetic procedures in the US increased by 8% from 2022 to 2023.

Maman, who's 46 and started getting Botox two years ago, said men in fields like finance, business, and law start coming in their mid-40s when they see signs of aging.

That's when Dan, a 45-year-old corporate lawyer from New York, first got Botox. He's gotten the procedure twice — once at 40, then at 44 — with each round costing about $1,000.

"I want to keep a groomed and youthful appearance, but I also don't mind showing my age because, again, that comes with experience and maturity and authority," Dan said. "There's a little bit of tension between the two, and the sweet spot is balancing both."

Maman said it's also very common for men in high-status fields to want to look fresher and avoid looking tired.

"Your appearance is oftentimes, for better or worse, an indication of the way you feel mentally as well," Maman said.

If you take care of your skin and dress well, people may be more likely to perceive you as someone who has their life together, he said, which benefits you professionally — selling a product or getting people to follow you as a manager can be easier if you look fresh and polished.

There's been a general shift toward minimally invasive procedures across generations. The trend reflects "a societal move toward treatments that provide effective yet less-intensive solutions, appealing to patients seeking quick recovery times and lower risks," the ASPS report said.

The ASPS survey found that Botox procedures increased 5.55% among male patients from 2022 to 2023, while minimally invasive treatments — which include Botox and procedures such as fillers, chemical peels, and laser hair removal — increased 7% for both men and women.

Botox is popular among men who have concerns about looking tired or sad, in part due to frown lines, Dr. Josef Hadeed, a plastic surgeon with practices in Miami and Beverly Hills, said. He said men make up around 10% to 15% of his clientele and about half of those men are corporate professionals who "want to look good in the workplace."

Hadeed said some of his clients told him they feel they could be passed over for opportunities if they don't look as good as younger colleagues — and believe they might gain a competitive edge by having work done.

Though John is only 29, he is already thinking about Botox and isn't ruling it out in the future.

"I feel like I look older than I am," he said. When he was in his early 20s, he'd take it as a compliment when he was told he looked like he was in his 30s. As he gets closer to his 30s, however, he's thinking about what he'll do to maintain a more youthful appearance down the road.

For now, John is taking a less invasive approach. He said he spends around $1,050 each quarter on fitness memberships, hair-loss-prevention medication, and supplements.

Finding a competitive edge

Once Darrell Spencer entered the spotlight as a senior leader launching two companies — the skincare brand Crowned Skin and the hair-care brand Kings Crowning — he also started investing more in his appearance.

The 28-year-old spends around $3,623 a quarter on skincare, hair care, self-care, and a Soho House membership, which he uses for its gym and networking opportunities. He also invests in "cosmetic skin-rejuvenation procedures" — he didn't want to get into specifics — every three to six months, which typically cost between $1,000 and $3,000 a visit.

Spencer most recently splurged on a stylist who's provided advice before conferences and speaking events. Styling for his latest event, a technology conference hosted by Alibaba, cost $9,213.

"Styling is very important because it's how I present myself and how I show myself as a young CEO," Spencer said. "Also, while I'm building these companies, I'm also building a personal brand."

"The return on investment comes from the amount of outreach I am getting," Spencer added.

Having a strong personal brand opens the door to more traveling and speaking opportunities, he said. He's then able to introduce his companies to men who may never have come across his products.

"No matter how high up in the ranks you get, the way you present yourself should always be important for any man, but especially a CEO who wants to put the best foot forward and be the face of their company," he added.

Roy Cohen, a career coach and the author of "The Wall Street Professional's Survival Guide," said his clients are becoming increasingly careful about what they wear and put in their bodies.

"In some industries, age is viewed as a liability," Cohen said. "I don't mean age in terms of young or old, but it's what it implies. Older can be viewed as tired, as slower, as not aware or comfortable with technology. The more you can look energetic and fit and healthy, that will offset any impression people may have."

A recent study from AARP found that about 64% of workers over 50 have either seen or experienced age discrimination in the workplace. Subtle forms of discrimination observed by survey participants included being viewed as less tech-savvy, losing out on training opportunities to younger employees, and having colleagues assume they'd resist change.

"When I see gray hair — and I'm starting to see it — or wrinkles, I'm not necessarily upset by it when I am at work because I think that is generally perceived as being mature and being experienced and respected and trustworthy," said Dan, the attorney. "At the same time, a more youthful appearance is associated with having energy and being a team player and someone who performs well in a fast-paced environment."

He said he feels the pressure to maintain a well-groomed and polished appearance that strikes the delicate balance of looking experienced yet energetic. He spends $219 a month for a boutique gym to stay fit and uses red-light therapy and sauna services at a wellness center — $199 a month — to help him relax, repair muscle tissue, and reduce inflammation.

He gets most of his wellness tips from the neuroscientist Andrew Huberman's podcast, which covers science-based approaches to wellness and everyday life.

Men are also turning to apps for advice: About 35% of men have used apps for suggested beauty products to buy and how to use them, Euromonitor International's Voice of the Consumer 2023 Beauty Survey found.

Tim Peters, a 43-year-old chief marketing officer, has noticed that social media is opening the door for more conversations about self-care regimens among his close circle of male friends compared to 10 years ago. He spends about $1,464 a quarter on fitness, supplements, skincare, and personal upkeep.

"I definitely feel more comfortable asking friends, 'Hey, are you taking certain supplements, or what are you doing?'" Peters said.

Wall Street's best-kept secret?

Many men still remain uncomfortable discussing more extensive procedures — especially with people they work with. After all, Maman said remote work and camera-off meetings could make it easier for people to get procedures and recover from them, with colleagues none the wiser.

Remote work was partly why John took the leap on his first hair procedure because he could "afford to look like Frankenstein for a few weeks" if he kept his camera off in meetings, he said.

"There was a time period where I wasn't the prettiest," he said, adding that he was back in the office on day 10 following the second procedure when he still had some scabs and facial swelling.

Most men just don't talk about the work they get done, said Dr. Catherine Chang, a plastic surgeon and the founder of Privé Beverly Hills.

"It's really hard for me to get men to let me share their photos, which is why I don't have a ton, but they're coming in the door, which I think is the first step," she said, referring to before-and-after pictures of procedures that she provides as examples for potential clients. She told BI that men make up around 30% of her clientele.

Men may confide in professionals like Chang or Roy Cohen, the career coach, about their insecurities and anxieties around their appearance and possible procedures but may not share them openly with colleagues — especially in competitive fields where having an edge is important.

"It's a secret everyone knows about," Cohen said. "Wall Street is very competitive, so why would I share that information with somebody who could be competing with me?"

"There's swagger that often defines how people want to appear at work," he added. "You can't have swagger when people think you've been artificially enhanced."