Report flags rise in ‘job hugging’ but only 18% of employees truly want to stay

A growing number of employees are staying in their roles not out of loyalty but out of necessity, a trend that could quietly erode organisational performance, according to new research from MetLife.

The report titled, '2026 Employee Benefit Trends Study (EBTS),' finds that while 77% of workers intend to remain with their current employer, more than half (56%) say they are staying primarily due to financial pressures and job market uncertainty. 

The report flags the rise of “job hugging”, employees holding tightly to their roles for security, as a hidden risk for employers.

Financial confidence among employees has fallen to its lowest level since 2012, the study notes. Nearly one-third (31%) of respondents said the uncertain job market makes it too risky to leave, reinforcing what the report describes as need-based retention.

Loyalty without commitment carries risks

Despite high stated retention, genuine commitment appears limited. Only 18% of employees reported that they plan to stay because they truly want to.

The study links necessity-driven retention to weaker workplace outcomes. Among employees staying out of need, just half (50%) report being actively engaged, and they are 54% less likely to be holistically healthy—factors associated with higher absenteeism and reduced productivity.

“As employees cling to their jobs for security, retention alone can give employers a false sense of stability—even as wellbeing, engagement, and productivity quietly erode,” said Todd Katz, Head of U.S. Group Benefits at MetLife. He added that employers face growing pressure to strengthen culture, leadership and benefits to build genuine commitment.

Workplace connection emerges as key lever

The research identifies employee connection, feeling seen, valued and supported, as the strongest predictor of positive workforce outcomes.

According to the findings, employees who feel connected at work are:

• Three times more likely to be holistically healthy

• Twice as likely to be engaged

• Three times more likely to stay because they want to rather than need to

The report suggests that without strong connection, organisations risk mistaking surface-level stability for true workforce resilience.

Building conditions for genuine commitment

The report indicates that connection deepens when employees experience belonging, receive support for professional growth and are recognised for their contributions. These experiences are often shaped by leadership behaviour, workplace culture and benefits design.

“Forging genuine commitment begins when employees feel seen, supported, and valued—not just retained,” Katz said. He emphasised that benefits tailored to employee needs and communicated effectively can help organisations move beyond transactional loyalty.