[CAREER NEWS] “Job Huggers”: when staying becomes a strategy… or a trap

[CAREER NEWS] “Job Huggers”: when staying becomes a strategy… or a trap

2026-09-01 09:00:00

2026-09-07 17:37:22

2026-09-07 15:02:15

Elizabeth Toucas

A few years ago, changing employers regularly could be seen as a sign of ambition and agility. Today, in a more uncertain labour market, the trend seems to be reversing: many employees prefer to keep their job, even when they no longer really see a future there. After "job hopping," the era of "job hugging" has arrived. But is staying always synonymous with loyalty?DefinitionThe term "job hugging" refers to the tendency of employees to "cling" to their job and postpone a career change, not necessarily because they are satisfied with their situation, but because they perceive the outside as riskier.Popularized in 2025 by the consulting firm Korn Ferry, the expression describes a fairly clear shift from the years of the Great Resignation and job hopping, during which employees seemed more willing to change employer to advance, obtain better compensation, or seek more sense of purpose.Today, the reflex can be the opposite: sometimes it is better to keep what you know than to risk what you do not control.Why now?The phenomenon first fits into a labour market that has become less readable.A slowdown in hiring in some sectors, longer selection processes, restructurings, economic uncertainties, and the rapid transformation of jobs under the effect of artificial intelligence all help change the perception of risk.Korn Ferry observed as early as 2025 that employees saw far fewer opportunities outside and that fear of AI-related changes reinforced this caution.The phenomenon also affects younger people. Some surveys even show that Generation Z is among the groups with the strongest intention to stay in their position in the short term, even if that may seem counterintuitive.An interesting paradoxAfter much talk about a generation that would reject loyalty to the employer, part of the young workforce now seems to favor security and stability.This change does not necessarily mean they have become less ambitious. It may simply reflect a new perception of the relationship between risk, security and opportunity.A reality to nuanceStaying a long time at a company is obviously not problematic in itself. Stability can allow someone to develop expertise, build an internal reputation, deepen responsibilities, expand their network and access new opportunities.We therefore need to distinguish two very different situations:ð Staying because one continues to learn, grow and contributeð Staying only because one is afraid to leaveDaniel Goleman, a specialist in emotional intelligence, stresses precisely this distinction: some employees stay because they find a sense of purpose in their work and feel aligned with their organization; others stay out of fear, fatigue or lack of clarity about what they really want.This is where "job hugging" becomes interesting to observe.The question is ultimately not: "How long have I been at this company?"But rather: "Why am I staying?"When security becomes a trapThe primary risk of "job hugging" is professional stagnation.A familiar position naturally brings comfort. You master your environment, your contacts, the organization's codes and your manager’s expectations.However, this mastery can gradually reduce exposure to new situations.ü  You learn lessü  You take fewer risksü  You develop fewer new skillsü  And you can end up confusing experience with repetition of experienceTen years in a role do not necessarily represent ten years of career progression if the job’s content has changed very little.The second risk concerns employability.In a professional world where jobs are changing rapidly, notably because of AI, staying in a stable environment without updating one’s skills can create a gradual misalignment with the labour market.The security one sought to preserve can then paradoxically become a source of fragility.Finally, the third risk is related to motivation.When someone stays in a position they no longer truly want, simply because the alternative seems too risky, a form of disengagement can appear: less initiative, less curiosity, less energy and sometimes the feeling of being “stuck.”The risk also exists for companiesAt first glance, employees who stay look like great news for an organization.Less turnover generally means fewer recruitments, lower onboarding costs and greater retention of skills. But low turnover is not necessarily synonymous with engagement. A company can therefore show excellent retention figures while keeping employees who stay only because the external market seems unfavorable to them.The risk then is of an organization that stabilizes… until it grinds to a halt.Internal mobility slows, some positions are vacated less often, young talents find it harder to progress and the organization can lose part of its capacity to renew itself.Korn Ferry also points out that when too many employees stay in their roles, the prospects for those who want to progress can shrink.In other words, retaining talent is not enough. You also have to keep developing them.Staying, yes, but staying in motion.ðThe real issue is therefore not choosing between staying and leaving. It is continuing to build your trajectory, even when you decide to stay.Some habits to avoid the trap of "job hugging"§  Regularly take stock of what you are learningAsk yourself simple questions: what have I learned? Which skills have I actually developed over the past twelve months that will still be valuable tomorrow?If the answer becomes difficult, that is a signal to pay attention to.§  Create movement without necessarily changing employerChanging projects, taking on a cross-functional responsibility, developing a new expertise, or considering internal mobility allows you to keep progressing without necessarily leaving your organization.§  Investing in skills that gain valueAI, data, strategic capacity, leadership, communication, negotiation, critical thinking: in a rapidly changing environment, the best job security is likely the ability to learn.§  Maintaining your external employabilityStaying does not mean cutting yourself off from the market. Continuing to develop your network, follow the evolution of your job, meet professionals from other companies and update your skills keeps you in control of your career.And for managers?The phenomenon of “job huggers” also raises an important managerial question. An employee who stays is not necessarily an engaged employee. Managers therefore have an interest in going beyond turnover metrics alone to look at the real career dynamics of their teams:Are their employees still learning? Do they see themselves in the organization? Do they have access to new challenges? Is their role evolving? Do they stay out of desire or simply because they fear leaving?In a less mobile market, retention should therefore not lead to reduced investment in employee development. It is probably the opposite. Periods of stability are a privileged opportunity to develop skills, prepare internal mobility and build the organization’s future leaders.Conclusion“Job hugging” may be less a new HR trend than a symptom of our current relationship with careers.In an uncertain environment, seeking greater security is entirely understandable. However, job security probably no longer lies in clinging to a position at all costs. It now depends more on our ability to keep learning, to grow our value, and to maintain choices.Leaving is not always progress. Staying is not always stagnation.The real question is ultimately more personal: does the place where you are today still allow you to become the professional you want to be tomorrow?😊 Elizabeth TOUCAS – Executive Strengths Coach & Career Manager – IÉSEG Network For personalized support in Executive Coaching or any information about the Career Development Services, contact me:e.toucas@ieseg.fr or 06.85.33.01.57.

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