Toxic work models are making a noteworthy return, and the rise of the 996 work culture is a result of this shift. If you aren’t familiar with the practice, the 996 model making its way across Silicon Valley is a system of work that requires employees to operate from 9 AM to 9 PM, six days a week. That’s 12-hour work days that add up to 72-hour workweeks. The existing system of working around 40 hours every workweek has already been known to leave workers exhausted and burned out, but with the US increasingly adopting the 996 model, there is room being made for additional complications.
While working the extra hours could give a business a competitive edge, pausing to consider if the advantage is significant enough to make it worth the risks that accompany it is an essential step. All things considered, if a business is truly committed to embracing the 996 model, then it cannot be executed professionally without the support of HR.
The growing adoption of the 996 work culture, particularly in Silicon Valley, has started to result in additional challenges for HR teams to navigate. (Image: Pexels)
Understanding the 996 Work Culture and the Criticism Directed at Its Adoption
While the 996 work culture originated in China, the country has made a concerted effort over the years to move beyond this work system and evolve to more manageable operational models. Instead of using China’s crackdown on the 996 model as a lesson to improve the conditions of work within the US, businesses, particularly startups, are growing more comfortable with the idea of having employees work around the clock.
Embodying the spirit of “hustle culture,” the 996 model operates on the idea that pushing workers to operate for longer hours can help improve the amount of work done within the organization. The idea showcases a simplistic ideology: if your organization works 12 hours a day while your competitor is only operational for 7-8 hours, success over them is inevitable. This, however, is simply not the case.
It is important to take a closer look at why that is and whether the critique directed at the 996 work model might have some good points to offer.
Critiquing the 996 Work Model and Understanding Employee Resistance to It
While the rationale behind the 996 work culture is not a new concept, it has also been tried, tested, and debunked in the past. The shift away from the early days of hustle culture was sparked by the idea that overworked and exhausted employees often saw a drop in the quality of their work, and their productivity was rarely consistent.
Over time, even the most capable talent started to grow more exhausted and disinterested in their jobs. This pushed some to not only quit their jobs but the industry as a whole. This resulted in an inevitable drop in the number of experienced and talented workers within the industry. The rise of US startups adopting the 996 work culture in 2025 does not come as a surprise.
The AI industry is booming, and businesses are emerging to capitalize on the success that has been promised in the realm of technology. These small but growing startups are well-known for having a “fun” culture, set up to disguise the blurred lines between work and life.
“I joined this startup after years of working at a big firm because I had heard so much about their culture. It was true for a while, everything was based on creativity, quality, and uniqueness, but suddenly, my organization has turned hostile. Now we have late-night meetings about nothing, but we have to be there because someone might have an idea about AI or land on the perfect strategy to one-up our competitors. Nothing gets done, no one is happy,” James A., a frustrated Silicon Valley worker, told us.
The 996 Culture Is Already Leading to Lawsuits in the US
Employees are just as unhappy about the 996 work culture as they are about RTO policies, and some are making their stance clear on the matter. According to Cyber News, a California-based employee took legal action against their employer for abruptly shifting to a 72-hour workweek without any warning or update to the employee contract. They were simply told to accept this “new reality.”
Unsurprisingly, without the offer of overtime pay or any other compensation, workers were unwilling to work additional hours. The case was settled privately between the worker and employer, however, it does make it clear that an abrupt increase in work hours is not enough to make this a sustainable system of operations. Unfortunately, there are many organizations that are making the switch without offering any additional pay or support to workers.
The rising 996 system in Silicon Valley is often balanced by additional pay and benefits as a way to make workers more willing to comply with these newer systems of work. Despite the valid criticisms of the 996 work model, additional benefits are often enough to convince workers to comply with the changing regulations, even if they can keep up only temporarily.
The Rise of the 996 Work Culture Needs to Be Better Regulated by HR
AI startups are doubling down on the 996 work culture, and there is little that can be done to combat the rise of the system. If employees are willing to work additional hours in exchange for fair pay at premium rates, then the system may just be able to flourish in the coming years. HR teams are left with the critical job of determining if this alternate mode of work is appropriate for their organizations.
Switching to the 996 work model may be the top strategy to ensure your business remains competitive, but if it is not sustainable, it may not be successful in the long run. Ensuring that employees are sufficiently informed of and prepared for the changes to come is critical. Providing sufficient leave days and encouraging employees to use their paid time off can also go a long way in alleviating the symptoms of burnout.
The lawsuit regarding the 996 culture shift in the US demonstrates that not only do employers and HR teams need to navigate the work environment with employees, but they also must ensure they operate in accordance with the law. Checking to ensure that employees are fairly paid, making adjustments if they qualify for overtime pay, and adding measures for workplace safety are just some of the many challenges that HR must face head-on with the growing adoption of the 996 work culture that’s taking over workplaces right now.
What do you think about the 996 culture? Should it be normalized? Share your thoughts with us. Subscribe to The HR Digest for more insights on workplace trends, layoffs, and what to expect with the advent of AI.