In today’s uncertain job market, many employees are engaging in “job hugging”, holding onto their current roles not because they’re energised by their work, but because they crave stability. This phenomenon isn’t just a morale issue; it signals a critical gap between what employees need for growth and what employers are providing.

Job hugging signals a need for clear career paths and active HR coaching in a flatter, dynamic workplace.

The cost of job hugging is real. When workers stay put without a clear plan for development, organisations miss out on fresh ideas, leadership continuity, and the timely upskilling necessary to stay competitive. Simultaneously, many employees lack a career roadmap: recent data shows that 40% are operating without a structured plan to advance, while only about half of organisations train all managers to coach employees in their careers. The result is a widening chasm between business needs and talent capabilities, with risk to retention and performance.

What employees want is not simply a new title, but a tangible path to growth. They crave learning opportunities, regular feedback, and mentoring that helps them navigate a flatter, more dynamic world of work.

HR has a pivotal role here: design career pathways that are transparent, modular, and accessible; empower managers with coaching skills; and provide time and resources for employees to pursue development aligned with business priorities.

To bridge the gap, consider these actions:

• Map career paths and skill requirements: Create visible, modular ladders that show how roles connect and what competencies drive progression.
• Invest in manager coaching: Train all managers to have career conversations, set development plans, and provide ongoing mentorship.
• Integrate learning into the flow of work: Use bite-sized learning, micro-credentials, and on-the-job projects that align with strategic goals.
• Build a culture of mobility: Encourage internal moves, temporary rotations, and cross-functional projects to widen experience without leaving the organisation.
• Measure impact: Track retention, promotion rates, engagement, and the effectiveness of coaching programs to demonstrate ROI.