5:01 and Done: No One Wants to Schmooze After Work - Kanebridge News
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5:01 and Done: No One Wants to Schmooze After Work

Office happy hours, client dinners and other after-hours work gatherings lose their lustre as more people feel the pull of home

By ANNE MARIE CHAKER
Thu, Sep 14, 2023 9:16amGrey Clock 3 min

Patience for after-hours work socialising is wearing thin.

After an initial burst of post pandemic happy hours, rubber chicken dinners and mandatory office merriment, many employees are adopting a stricter 5:01-and-I’m-done attitude to their work schedules. More U.S. workers say they’re trying to draw thicker lines between work and the rest of life, and that often means clocking out and eschewing invites to socialize with co-workers. Corporate event planners say they’re already facing pushback for fall activities and any work-related functions that take place on weekends.

“The flake-out rate is so much higher at events now,” says Gretchen Goldman, a research director in Takoma Park, Md.

This summer Goldman sent an invite to 100 colleagues for casual after-work drinks at some picnic tables just outside the office as a goodbye party. She was taking a new job with the federal government. Fewer than 10 showed up.

“I guess people are just busy,” she says.

The pandemic altered eating and drinking habits, and pandemic puppies, now fully grown dogs, have to be walked on a schedule. With fewer people back in offices, there are fewer impromptu happy hours and a lack of interest in staying out late with colleagues, some bosses and workers say.

Andy Challenger oversees employees who participate in the fantasy football league at his outplacement firm, Challenger, Gray & Christmas. When some of them floated the same game plan as prior years—an in-office pizza party that goes past 11 p.m. as everybody drafts their favorite players—the pushback was swift. This season, the pizza arrived at 4:30 p.m. and everyone was finished and out of the office by 6 p.m.

“Normally that would have been the starting time,” he says.

For decades, an unspoken rule of office culture has been that much of work happens outside the 9-to-5 window. Getting ahead often requires being known outside the building and having organisational allies—the type of networking that’s helped by showing up for dinner with the boss and getting relaxed face time with co-workers at happy hours, says Jon Levy, a New York City-based consultant who advises organisations on connection and culture.

Now, even the go-getters are saying no to after-hours schmoozing opportunities.

The thinking is: “That 20th happy hour isn’t going to produce anything better for me,” Levy says.

People are less jazzed about eating out once they are home, and many got pretty good at making dinner during the pandemic, says David Portalatin, food industry adviser at Circana Group, a market research firm.

“When the consumer stretches and builds new muscles, they don’t abandon those behaviours completely,” he says.

In the past year, U.S. consumers had 264 million restaurant dinners after leaving work, which is down 43% from 2019 levels, according to Circana. And reservations are now earlier: In 2023, 26% of after-work restaurant dinners happened before 6 p.m., compared with 21% in 2019.

Barbara Martin hosts bimonthly evening soirees for clients of her marketing firm, Brand Guild. Traditionally, cocktails start flowing around 6:30 p.m. and the mingling could last until 9 o’clock—or beyond. But last Thursday she pulled the start time forward to 5:30 p.m. sharp.

“‘I’d love to come to these if you could do them earlier,’” Martin says she’s heard again and again this summer. “Nobody wants to overbook themselves until 10 p.m. on a weeknight anymore.”

Attitudes don’t appear to be changing as the summer vacation season ends. Kay Ciesla is helping organise an all-staff gathering for 80 people at the American Immigration Lawyers Association, the Washington, D.C., nonprofit where she works as a governance executive. She is considering an ax-throwing theme, and serving finger foods and cocktails.

“I’m already getting pushback,” she says of spending precious time that bleeds into personal hours on team building. Due to scheduling conflicts the group can’t gather until December. One employee voiced concern that the socialising could turn into a superspreader event ahead of Christmas travel.

Doug Quattrini, an event planner in the Philadelphia area, has already booked six Christmas parties. What’s different this year, he says, is that most are on weekdays, in the office—and end at 8 p.m.

“Nobody wants to take up people’s Fridays, Saturdays and Sundays,” says Fausto Pifferrer, co-owner of Blue Elephant Catering in Saco, Maine, near Portland, which has booked several office holiday parties for Monday through Thursday.

Younger Americans are drinking less. The share of people between 18 and 34 who said they “ever” drink alcohol has fallen to 62% from 72% two decades ago, according to Gallup data.

Caroline Wong, the chief strategy officer at Cobalt, a cybersecurity company in San Francisco, quit drinking in her early 30s and tries to plan social gatherings sans alcohol. A team off-site next month will be a tour of waterfalls near Portland, Ore. She’s noticed things wrap up earlier when there’s no drinking involved.

“It’s like, ‘You know what, we hung out for 90 minutes. We’re good and I’ll see you tomorrow,’” Wong says. “I think there’s something awesome about that.”



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AI-powered travel agents are challenging online booking platforms, but Airbnb’s exclusive listings and direct customer relationships could give it an edge. Its next challenge: turning repeat guests into loyal customers through stronger rewards and innovation.

By David Wainer
Tue, Oct 13, 2026 3 min

AI agents like Muse can already find you the cheapest hotel room in Paris. But they can’t locate a cheaper version of that Catskills cabin you’ve been eyeing, because it might only be available on Airbnb ABNB -1.43%decrease.

Investors should pay attention to that distinction. When Meta Platforms META 3.38%increase launched its Muse agent last month, travel stocks including Booking Holdings BKNG -1.19%decrease, Expedia and Airbnb all fell sharply.

Airbnb, though, has a real chance to emerge as a winner from the upheaval. The catch: Its stock already reflects above-industry growth. To justify its valuation, Airbnb will need to turn repeat customers into loyal ones.

Online travel companies make much of their money by simplifying search and collecting fees on bookings. AI agents threaten that model.

But not all travel marketplaces are equally exposed. Booking and Expedia largely sell hotel rooms that travelers can also book directly or through competing sites. If an agent can find the same room elsewhere, it has little reason to favor either Booking or Expedia.

Booking and Expedia also sell sponsored listings that steer travelers toward particular properties. Wells Fargo estimates those will account for about 8% of Expedia’s revenue and a much higher percentage of profit next year.

Airbnb has more ways to adapt. More than half its listings are available only on its platform, and more than 90% of its traffic comes directly to its app or website.

The customer relationship doesn’t end after booking, either. Bernstein analyst Richard Clarke notes that 90% of Airbnb guests go on to message their hosts about arrival times, keys or local taxes, giving Airbnb a connection to both sides of the transaction.

How the companies have responded to the possible agentic future is telling.

Expedia quickly signed on as a Muse partner. Airbnb hasn’t, and Chief Executive Brian Chesky says AI chatbots have so far been a boon, sending customers to Airbnb’s website.

Chatbots might work for buying paper towels, he quipped at a Skift conference last month, but people enjoy planning trips. He argued that browsing dozens of homes isn’t something a text-based chatbot is well suited for.

Still, the AI jitters arrived just as Airbnb was persuading investors it deserved its pricey multiple. For years after its 2020 initial public offering, the stock—which trades around 25 to 30 times forward earnings—went nowhere. Investors saw a mature operator trading at a growth premium.

This year, Airbnb growth seems to be accelerating. The stock jumped in August after the company raised its full-year revenue-growth guidance with its second-quarter results. Wells Fargo analyst Ken Gawrelski credits a run of product improvements under a revamped leadership team.

Among the changes: letting guests reserve now and pay later, adding hotels, and a redesigned home page and app. Investors were also betting on what comes next, including thousands more hotels, car rentals and, eventually, advertising.

The irony is that some of those growth drivers push Airbnb closer to the kind of business Booking and Expedia run—the kind of business AI agents could threaten. Even if AI agents capture a large share of travel planning and booking, Airbnb would capture the demand. But it and others would slowly lose control over how customers find and choose properties.

That would undermine the advertising opportunity investors are counting on. The bigger point for Airbnb and other marketplaces is that losing control of customer acquisition could mean surrendering some of their pricing power and margins.

To bulletproof itself, Airbnb might look to another e-commerce giant that has so far kept AI agents at arm’s length: Amazon.

Like Amazon, Airbnb has a loyal customer base and hard-to-match supply. But it has nothing like Prime membership to make customers think twice before taking their business elsewhere.

That is where loyalty comes in. Business travelers stick with Hilton or Marriott because enough nights earn them perks. Leisure travelers rarely accumulate stays with one chain. Airbnb has millions of listings and plenty of repeat customers, but no broad rewards program. It has begun experimenting with credits on hotel stays, but it should make loyalty a priority, not just a promotion.

Airbnb also plans to launch its own AI agent next year. But travelers using an agent might still want it to search Airbnb, Vrbo, Booking and hotel websites alike, rather than limit itself to one company’s inventory.

Eventually, Airbnb might have to strike deals with agent makers, using its unique homes as leverage to negotiate favorable terms, says Gawrelski. Such deals, along with rewards for loyal guests, could over the long term eat into the company’s roughly 13% take rate, he adds. But if they bring in enough additional bookings, the trade-off could be worthwhile.

History offers a reason not to panic. The shift from desktop to mobile unsettled investors in Alphabet and Amazon, but both emerged as major beneficiaries. Companies with valuable assets can come out of a platform shift stronger, if they adapt quickly enough.

Airbnb has homes the bots can’t easily replace. Now it needs to give guests a reason to insist on booking them there.