What does "job hugging" mean for mobility?

The term job hugging has emerged to describe employees holding onto their roles “for dear life,” especially amid turbulent labor market conditions. This trend stems from economic uncertainty, slower job growth, concerns about AI, and a generally stagnant labor market that makes employees hesitant to leave their positions. Data underscores this:

• The U.S. quits rate dropped to 2.0% in June 2025—the lowest non-pandemic level since 2016.
• Korn Ferry consultants note widespread stagnation in hires, quits, and layoffs, indicating employees are staying put even when better opportunities arise.
• Experts warn that while organizations may save on recruitment and training, job hugging can hinder career progression, wage growth, and skills development—and make it harder for new entrants like recent grads to find roles.

Implications for Global Mobility Programs

Per Forbes, sometimes the idea of change feels riskier than staying put, so instead of job hopping people are job hugging. Although there’s limited direct research linking job hugging to global mobility programs, several logical implications emerge:

1. Reduced Mobility Demand: If employees shy away from changing jobs, they may also be less inclined to accept international assignments or relocations, potentially slowing business-driven mobility:  
2. Opportunity to Reinvest in Internal Mobility:  With external mobility slowing, organizations have a window to build career development and retention internally—which is especially powerful for relocating employees.
3. Redeploying Mobility Spend Strategically: Savings from reduced churn could be redirected into upskilling, reskilling, and internal mobility tracks—aligning with broader talent development goals.
4. Technology & Personalized Support: Mobility programs already trending toward digitization can leverage that to offer tailored relocation packages, virtual assignments, or project-based mobility, aligning with employees’ desire for flexibility and growth.
5. Strategic Integration of L&D & Mobility: Talent attraction and retention strategies should integrate learning & development with mobility offerings. Korn Ferry’s research shows that 67% of employees would stay with a company if offered upskilling opportunities—even if they disliked their current role.
6. Emerging Mobility Dilemmas: Mercer highlights emerging challenges like managing job mobility expectations, accommodating different employee life stages, and balancing flexibility with duty of care—all timely in a job-hugging environment.

Summary Table: Strategic Considerations for Global Mobility Teams

Final Thoughts

Job hugging is gaining attention because real workplace conditions are pushing people toward caution. While job hugging reflects a broader labor trend of employees favoring stability over external moves, it doesn’t mean global mobility is off the table—it suggests a pivot in how mobility should be structured, especially as we see many companies pushing for returns to the office. Mobility teams can turn this trend into an opportunity by:

• Building internal, career-focused mobility paths
• Aligning with L&D to offer growth without relocation
• Offering flexible, individualized mobility options
• Leveraging mobility strategically for retention and leadership development