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The friendship premium: A majority of people would trade 20% in salary to work with close friends, KPMG survey finds

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Workers crave companionship so much, in fact, survey results published Tuesday from audit, tax, and advisory firm KPMG show 57% would choose a role with a salary 10% below market value to work with friends over a job with a salary 10% over market without close friendships.

This “friendship premium” effectively values workplace relationships at 20% of someone’s salary, according to KPMG.

Meanwhile, 45% of people reported feelings of loneliness in the workplace, up nearly double from KPMG’s Friends at Work report from last year. And 81% of workers consider having workplace relationships as “critically important.”

This year, KPMG surveyed 1,019 full-time employees about the relative importance of salary, friends at work, work-life balance, learning opportunities, company culture, and how technology shapes employee experiences.

KPMG’s decision to explore workplace friendships was driven by the growing recognition that human connection is essential to business success, Sandy Torchia, KPMG U.S. vice chair of talent and culture, told Fortune.

“Our [2024] survey revealed that workplace friendships are an undervalued solution for addressing issues such as loneliness, burnout and disengagement—challenges increasingly evident in today’s workforce,” she said. “Our [2025] survey indicates that these issues not only persist but are becoming even more prevalent.”

The value of friendships at work

Kelsey Szamet, a workplace attorney with Encino, Calif.-based Kingsley Szamet Employment Lawyers, told Fortune it’s no wonder some employees would choose lower pay to work with friends.

Based on her work with clients, “a warm organizational culture will often rank higher for employees compared to simple monetary pay,” Szamet said. “Working in an atmosphere of trust and friendship can lead to greater commitment and staying longer with one company even if salaries are not at the stratospheric levels for one’s expertise.”

Erin Eatough, cofounder and chief science officer at advisory firm Fractional Insights, told Fortune this trend reflects a larger redefinition of value at work.

“People are no longer just optimizing for income—they’re optimizing for meaning, growth, and connection,” said Eatough, who uses psychological science while consulting Fortune 500 leaders. She earned her Ph.D. in industrial-organizational psychology from the University of South Florida. 

“We see this in our diagnostics,” she continued. “Workers are increasingly seeking environments where they feel safe, connected, and respected. Friendship is often the most human expression of a culture that has gotten it right.”

A recent Fractional Insights survey also showed more than 50% of employees feel they have to “constantly look out for themselves at work.”

“That kind of chronic self-protection signals a breakdown of trust and belonging and it erodes motivation and innovation over time,” Eatough added. “Workplace friendships can act as a buffer against the loneliness epidemic.”

Meanwhile, workplace friendships often go beyond superficial connections. Friends can serve as support systems at important times like when an employee faces discrimination, harassment, or retaliation Szamet said. 

Generational breakdown and AI friendships

KPMG’s survey results found Gen Z values workplace friendships the most out of all groups. Two-thirds of Gen Z would choose a role with the friendship premium, followed by 58% for baby boomers, 57% of millennials, and 55% of Gen Xers.

While friendships are valuable across all generations, younger workers rely more heavily on work friends to navigate mental health and burnout, Torchia said. They’re also more likely to view their work friends as “social connectors” and “confidants,” she added. 

AI has also become a source of companionship—for better or for worse—for some workers. While 99% of workers reported they’re interested in an AI chatbot that could become a friend or trusted work companion, according to KPMG, 49% said the technology creates false connections and replaces deep conversations with superficial interactions. Torchia calls this the “great AI paradox.”

AI “can serve as a tool to help alleviate loneliness while also amplifying our hunger for authentic relationships,” she said. “The organizations winning are those leveraging emerging technology like AI to create more meaningful human interactions, not fewer.”

Eatough said the more we automate, the more precious and powerful human connections become.

“If we’re not careful, we risk designing sterile, extractive workplaces in pursuit of efficiency,” she said. But placing humans at the forefront of performance management, communication, and rewards can “create environments where both AI and authentic connection thrive side by side.”



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Why Birkin bags are a better investment than gold, according to an Hermès expert

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The value of a Birkin bag skyrockets from the moment it leaves the Hermès store.

That’s partly because not just any regular person can buy the bag. Only customers with a sizable purchase history at the brand are offered the opportunity to buy a “quota bag,” such as a Birkin or a Kelly.

But even Hermès’ most loyal shoppers don’t get to choose the exact Birkin model they want. The brand allows boutiques to purchase a select number of Birkins per season, and the style of the bags is rarely known ahead of time, according to Sotheby’s. The notoriously opaque process, nicknamed the Hermès Game, has only generated more desire for the bag—and even became the subject of a class-action lawsuit.

Looking to sidestep the Hermès Game and score the bag their heart desires, handbag enthusiasts shell out tens of thousands of dollars on the resale market. Thanks to its exclusivity and its status as an investment piece, a Birkin bag’s value is much higher than its sticker price of around $12,000.

“The resale value of particularly the Birkin and Kelly bags over the past 10 years has outpaced gold,” James Firestein, founder of luxury resale and authentication platform OpenLuxury, told Fortune.

Prior to starting his own company in 2022, Firestein spent a decade as a luxury authenticator, including two years as the director of authentication at Rebag. Over the course of his career, Firestein has seen a “perfect storm” of factors “bolster this wild ride upward.”

“I know several instances where people have doubled their money based on buying it 10 years ago, and reselling it today in pristine condition,” he said.

‘Like buying a Picasso’

For some buyers, a Birkin bag isn’t a high-end piece of arm candy, but a worthy investment. Of the Birkin owners he has worked with, Firestein estimates 75% actually use the bags, while the remaining 25% keep them in storage as investments. 

“It’s similar to buying a Piccaso and holding it in your home, because you can look at it, you can enjoy it,” Firestein said. “But then you ship it off in a couple of years and trade it for something else.”

The value of an Hermès bag can increase dramatically over time, Firestein said, depending on its color, material, and condition. Secondhand demand is so high partly because the resale market offers shoppers more options than the Hermès store, where customers are allowed one quota bag per year, and rarely get to choose the exact model they want. 

Firestein said the steepest price increase he has seen was a Black Togo 30 Birkin that doubled in value in five years. But price increases can be driven by trend cycles and changing demand—so it can be a “gamble,” he said.

“I wouldn’t say jump in with both feet at this point,” he said. “But if you got it in 2012, and you sold in 2019, that’s different.”

The Birkin legend

Before its handbags were spotted on the arms of Jane Birkin and Cardi B, Paris-based Hermès began in 1837 as a maker of horse harnesses. Over the course of six generations, it became a ready-to-wear and leather-goods powerhouse renowned for its craftsmanship.

As for the iconic Birkin bag, here’s how the legend goes: In 1984, the late actress Jane Birkin was seated next to Jean-Louis Dumas, executive chairman of Hermès at the time, on a flight from Paris to London. Birkin said she couldn’t find a bag that suited her needs as a young mother—so she sketched her dream design on a sick bag, according to CNN. Dumas infused the bag with equestrian elements, giving it the signature Hermès look.

“It was more of a subtle old-money brand,” Firestein said of Hermès’ status prior to the Birkin craze.

The Birkin slowly reached “it bag” status thanks to being spotted on the arm of many celebrities in the 1990s and 2000s—and on Sex and the City. But it wasn’t until the 2010s, when the online resale market reached the masses, that the hype went stratospheric.

Firestein credits e-commerce with enabling shoppers to buy a secondhand Hermès bag from any part of the world. Meanwhile, online forums allowed people to share the secrets of the Hermès Game once exclusive to the 1%. The Birkin became a collector’s item over time—and underground demand continues to fuel the resale market.

What’s in the bag?

Some people may desire Birkin bags because they’re so hard to get—but fans also celebrate the brand’s artisan manufacturing and 200-year legacy of craftsmanship.

Unlike brands owned by LVMH and Kering, which often share factories, Hermès only uses its own factories, says Firestein. Conglomerate-owned brands like Balenciaga, Gucci, and Saint Laurent also tend to use more mass-market materials that are cheaper and easier to get, Firestein explains.

“Their leather factories are only Hermès affiliates, and they only create Hermès leathers,” he said. “So you’re buying into part of that heritage, but then you’re also buying into a higher-quality material that they’ve been using for many, many years.”

Compared to other brands, Hermès’ quality is “top-tier,” Firestein said. And though he works with 43 different luxury brands, he admits to having an affinity for Hermès bags.

“They’re made to last for generations,” Firestein said. “And they’re just beautiful luxury objects at the end of the day—almost like sculptures.”

A version of this story published on Fortune.com on March 27, 2024.

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Earnings calls citing ‘AI’ surge in 2025 as ‘uncertainty’ mentions fade

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Good morning. CEOs and CFOs are clearly focused on AI—it is the most-used term in S&P 500 earnings calls this year.

FactSet examined conference call transcripts for all S&P 500 companies that held earnings calls from September 15 through December 4 and found that the term “AI” was cited on 306 calls. This is the highest number of S&P 500 earnings calls on which “AI” has been cited over the past 10 years; the previous record was 292 in Q2 2025, according to John Butters, VP and senior earnings analyst at FactSet. In addition, the 306 figure is significantly above the five-year average of 136 and the 10-year average of 86.

At the sector level, information technology (95%) and communication services (95%) sectors have the highest percentages of earnings calls citing “AI” for Q3.

In addition, S&P 500 companies that cited “AI” on their Q3 earnings calls have seen a higher average price increase than those that did not—since Dec. 31, 2024 (13.9% vs. 5.7%), June 30, 2025 (8.1% vs. 3.9%), and Sept. 30, 2025 (1.0% vs. 0.3%).

Navigating uncertainty

Besides AI, another term I was curious about is “uncertainty,” so I asked Butters for his take. He analyzed S&P 500 earnings calls (per quarter) in which the term “uncertainty” was cited at least once, going back to 2020. He found that, similar to the pattern seen with “tariff” citations, mentions of “uncertainty” spiked in Q1 2025 but declined significantly over the following two quarters. In Q1 2025, there were 415 mentions of “uncertainty,” compared to 282 in Q2 and 201 in Q3.

Following President Donald Trump’s “Liberation Day” earlier this year, significant uncertainty emerged around the new administration’s economic and geopolitical agenda, Yuval Atsmon, CFO at McKinsey, recently told me. Atsmon explained that at the peak of uncertainty, his focus as a CFO was on identifying actions that would be helpful in any scenario. “The worst thing is inaction,” he added. Acting on what you can control builds resilience, he said.

Operating in uncertainty has seemingly become a constant, which may help explain why explicit mentions of the term have tapered off during earnings calls. While uncertainty often drives defensive moves, Atsmon emphasized the importance of revisiting long-standing strategies and seizing competitive opportunities.

Global AI spending is expected to climb in 2026, and it is likely that “AI” will remain a top term in Q4 earnings calls in January as companies discuss investment, margins, capex, and productivity.

SherylEstrada
sheryl.estrada@fortune.com

Leaderboard

Neil Berkley was promoted to CFO of Alector, Inc. (Nasdaq: ALEC), a clinical-stage biotechnology company. Berkley has served as Alector’s chief business officer (CBO) since March 2024, and CBO and interim CFO since June 2025. He is a biotech executive with more than two decades of experience leading corporate strategy, finance, business development, and operations across both early- and late-stage companies.

Caleb Noel was promoted to EVP and CFO of NFP, an Aon company, a property and casualty broker and benefits consultant. Noel has served in various corporate finance and operational roles during his 23-year career with NFP, most recently as SVP of finance and operations. He previously served as VP of finance for Scottish Holdings, a division of Scottish Re, and as an analyst in the investment banking division of Prudential Securities (now Wells Fargo & Company).

Big Deal

CFOs have a long-term focus when it comes to AI, according to research by RGP, a global professional services firm. The report, “The AI Foundational Divide: From Ambition to Readiness,” describes a finance landscape that is racing toward an AI-powered future yet constrained by issues such as fragile data foundations.

Although 66% of CFOs surveyed expect significant AI ROI within two years, only 14% report meaningful value today. However, optimism persists despite key obstacles to AI ROI, including deep structural barriers such as data trust issues (only 10% fully trust enterprise data), technical debt (86% say legacy systems limit AI readiness), and skills shortages that threaten to slow adoption.

The findings are based on insights from 200 U.S. CFOs at enterprises with more than $10 billion in annual revenue. Sectors include technology, health care, financial services, and CPG/retail.

Going deeper

A new episode of “This Week in Business,” a Wharton podcast, focuses on AI and technological evolution. Lynn Wu, a Wharton associate professor of operations, information and decisions, addresses the rise of transformative technologies and the cycles of tech bubbles throughout history. Wu discusses where AI fits within these cycles, describing it as a necessary phase of technological evolution that lays the groundwork for transformative advancements across industries.

Overheard

“In the end, consumers will win if courts and enforcers act based on evidence.”

—Satya Marar, a research fellow at the Mercatus Center at George Mason University, writes in a Fortune opinion piece titled “Netflix, Warner, Paramount and antitrust: Entertainment megadeal’s outcome must follow the evidence, not politics or fear of integration.” Marar specializes in competition, innovation, and governance, and is an AI and antitrust fellow at the Innovators Network.



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Unlimited vacation policies can work—it just depends on where employees are based

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For years, the prevailing theory amongst workers about “unlimited vacation” is that it actually encourages workers to take less time off. Without the entitlement to a set number of days, employees can feel awkward requesting days off, or worried that doing so will make them look less committed to work. 

But a new study from payroll and HR platform Deel finds it’s less about specific PTO policies than about culture. It all depends on where you live, says Lauren Thomas, the startup’s economist. 

On average, European employees with unlimited vacation policies took four more days off than their counterparts with fixed time off this year27 vs. 23. But in North America, there was hardly a difference, as both those with unlimited and fixed vacation policies averaged about 17.

“Americans and Canadians are definitely getting less time off, even when you only look at fixed time, than Europeans are,” Thomas said. “That is a combination of policy and culture.” 

In fact, Canadian workers are taking less time off than those in the U.S. Thomas said this is because 77% of U.S. workers have access to paid vacation, while just 73% of Canadians do, based on U.S. Bureau of Labor Statistics and Statistics Canada data.

But Americans and Canadians who work for companies that span the Atlantic do take more time off than their counterparts working for companies that do not have hires in Europe, Thomas said.

“I think companies need to think really carefully about how much productivity they’re really getting when they’re requiring so much [working] time from their employees,” she said. “At the end of the day, we know that time off is important for productivity, it’s important for making a good company, it’s also really important for attracting talent.” 

Which cities are best at encouraging workers to take time off to rest and recharge? Stockholm, Berlin or Paris, where Thomas found employees took 25 or more days off this year. 

Kristin Stoller
Editorial Director, Fortune Live Media
kristin.stoller@fortune.com

Around the Table

A round-up of the most important HR headlines.

The Society for Human Resource Management, or SHRM, was hit with a $11.5 million verdict after a former employee accused the trade group of racial discrimination and retaliation. Business Insider

As jobs get more niche, it has become harder for workers to explain exactly what they do to family and friends. Wall Street Journal

OpenAI says its tools save workers roughly 40 to 60 minutes per day, and has helped improve either the speed or quality of their work. Bloomberg

Watercooler

Everything you need to know from Fortune.

Leaning out. For the first time in a decade, fewer women than men are interested in getting a promotion at work. —Sasha Rogelberg

Interview test. Gagan Biyani, CEO of the education platform Maven, says he gives candidates live feedback during job interviews to see how they react. —Orianna Rosa Royle

Manager shake-up. As AI agents are automating busy work, some managerial drudgery can be avoided—but human interaction is still essential. —Beatrice Nolan



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