Workers ‘hugging’ jobs they don’t love

Following previous trends affecting retention and attrition, such as “quiet quitting” and “career cushioning”, “job hugging” is the new kid on the block – more workers are clinging onto their jobs despite dissatisfaction, due to a high cost of living and a job market bursting at the seams.

Job hugging is the latest workplace trend where disengaged employees hang onto their jobs out of fear as opposed to passion.

Brand Rebellion workforce strategist David Campbell (pictured) said this new phenomenon is a sign to rethink work design and retention strategy, and it highlights the growing need for HR practitioners to focus more on strategic workforce planning.

Causes of the ‘hug’

Campbell said: “Some employees stay out of growth and loyalty; others stay out of fear. If that fear goes unaddressed, disengagement follows.”

Culture and engagement play key roles in an employee’s decision to stay or leave – they may stay because they are growing; however, they may also stay because they are afraid to leave, he said.

This friction can be removed by support for employees’ personal development, he said, to encourage meaningful work and maintain fairness in pay and progression – this encourages workers to stay for the right reasons.

In the absence of this support, employees may begin to feel disengaged – which will become a bigger challenge over time, he stressed.

Compared to early-career or generalist roles, workers in highly specialised roles are more likely to job-hug because of higher switching costs, tighter recruiting processes, and unique domain knowledge, Campbell said, which can influence a higher rate of “fear-based immobility”; family restraints, location and visa requirements can also make workers more likely to stay.

Impacts if left untreated

Viewing job hugging as stability is problematic because, when market conditions change, mass resignations may follow – HR practitioners must address the issue swiftly to avoid consequences such as disengagement and a loss of long-term capability, Campbell emphasised.

To identify fearful and disengaged workers, he recommended that HR practitioners use technology to identify metrics, including “internal mobility vs tenure, time-to-opportunity, learning activity, pay compression and stay-interview themes” – these metrics will help to unveil indicators of job hugging such as stifled growth due to workers playing it too “safe”, repetitive work, and unfairness.

Campbell said: “Even in times of calm, organisations can’t sit back and hope things work out. The key is knowing your critical roles, identifying weak spots, and preparing for multiple scenarios.”

A lightweight dashboard can also be implemented by HR practitioners to track employees by team, carry out monthly reviews, and utilise quick fixes such as projects, scope tweaks and manager coaching, he said.

“Upskilling and re-engagement help turn short-term stability into long-term capability. When people see opportunities to grow, fear gives way to loyalty based on development,” Campbell said.

“Organisations that invest in this now position themselves to retain strong talent and attract new hires when market conditions shift.”

“The goal is to ensure that staying feels like progress, supported by development, open communication, and clear pathways for growth, rather than a holding pattern.”