New data shows that 55% of workers, rising to 65% among 18–34-year-olds, now prioritise job security over career progression, with professionals holding onto reliable roles they may have outgrown.
Fuelled by rising living costs, economic uncertainty, and the rapid pace of AI advancements, this new phenomenon can have serious implications for businesses. Indeed, according to Claudia Cohen, Director of the Academy at tech talent specialist La Fosse, addressing “job hugging” head-on is crucial for keeping teams dynamic and companies competitive.
New Digital Age spoke to Cohen to find out more…
What does your day-to-day look like?
As Director of La Fosse Academy, my focus is on building the next generation of diverse tech talent and helping organisations grow capability in a sustainable way. I spend a lot of time working with senior leaders to understand where their capability challenges lie—from talent pipelines to transformation programmes to reskilling existing teams. Ultimately, it’s about preparing people and organisations for the future of skills and the future of tech.”
Recent research highlights the rise of ‘job hugging’. What exactly is this, and why is it becoming more common?
Job hugging is essentially when someone holds on to a role they’ve outgrown because it feels safe. It’s not laziness – it’s how people respond to uncertainty in the market. With the cost-of-living pressures, unpredictable markets and concerns about AI, people often prioritise stability over progression.
If someone keeps saying, ‘I know it’s not the right role for me—I’ll move, just not yet,’ that’s a clear sign. They’re not being stretched anymore, but the idea of change feels overwhelming. And from an employer perspective, that stagnation spreads. Innovation slows, internal mobility slows, and high-potential individuals can’t step up because others are holding on to roles they’ve outgrown.
Is tackling job hugging primarily an individual responsibility, or should employers be playing a role too?
The answer isn’t to push people to move jobs—it’s about creating environments where growth feels safe and supported. Regular reflection on employee goals makes a big difference.
Many people don’t realise they’ve outgrown their role until they talk about it. Employers can create space for those conversations. A culture of progression should be part of the organisation’s DNA. People need to feel empowered to try new things and explore without fear. Upskilling and reskilling are huge. When people can see a future that matches their ambition, confidence grows. Often, they just don’t feel they have the skills to take the next step.
Even small internal moves – new projects, new teams, even a sidestep – can reignite motivation. It doesn’t always have to be a new role. Loyalty matters, but it doesn’t mean roles should stay unchanged forever. Organisations need to regularly review structures to make sure people aren’t getting stuck.
Is AI casting a shadow over the recruitment market or creating new demand?
There’s definitely increased demand for certain skills – data and AI, cyber security, cloud, platform engineering, data governance, data quality. It’s not just about AI itself. Many organisations realise they can’t run AI proof-of-concepts because they don’t yet have the data quality or processes in place.
The real question is: what’s the new version of these skills once AI comes into the mix? We have to give people the tools to move towards the future of skills.
It’s not only about bringing in new tech talent – business roles are also using AI. HR, finance, operations – everyone is thinking about how AI embeds and what future skills are needed. It’s less about roles being taken over and more about how roles evolve.
Looking ahead, what’s the one piece of advice you’d offer organisations going into 2026?
It’s all about being future-ready. Organisations need to look at what new capabilities they need to embed, but also at what their current employees need to stay relevant. That helps tackle job hugging, unlock mobility and reduce fear around AI. It is an exciting time. We just need to get our heads around it.
