More than half of U.S. employees are staying in their jobs out of necessity rather than genuine commitment, according to new data from MetLife — a trend that researchers say is quietly undermining productivity and wellbeing across workplaces.
MetLife’s 2026 Employee Benefit Trends Study, which surveyed more than 5,000 HR decision-makers and full-time employees in October 2025, found that while 77 per cent of employees intend to stay with their current employer, 56 per cent say they are doing so because they feel they have no choice. Only 18 per cent said they stay because they truly want to.
Researchers are calling the phenomenon “job hugging” — clinging to a position for security rather than satisfaction — and the study links it directly to falling financial confidence, which has reached its lowest point since 2012. Thirty-one per cent of employees said the uncertain job market makes leaving too risky.
The hidden cost of need-based retention
The study found that employees who stay out of necessity show significantly weaker workplace outcomes than those who stay out of genuine commitment. According to MetLife, need-based stayers are 54 per cent less likely to be holistically healthy, and only half report being actively engaged in their work.
Those outcomes carry real consequences for employers, including higher absenteeism and lower productivity — risks that high retention numbers alone won’t reveal.
“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. “This puts renewed pressure on employers to strengthen their cultures, leadership and benefits in ways that foster real connection and true commitment.”
Connection is the strongest predictor of outcomes
The study identifies workplace connection — feeling seen, valued, and supported — as the single strongest predictor of employee wellbeing, engagement, and retention quality. Employees who feel connected at work are:
- 3x more likely to be holistically healthy
- 2x more likely to be actively engaged
- 3x more likely to stay because they want to, not because they need to
MetLife’s qualitative findings suggest connection is shaped most directly by managers, workplace culture, and benefits that go beyond compensation.
What employers can do
According to the study, connection tends to grow when employees feel a sense of belonging, receive support for professional growth, and are recognized for their contributions. Benefits that adapt to employees’ changing needs — and are clearly communicated — play a direct role in building that trust, the study found.
“Forging genuine commitment begins when employees feel seen, supported, and valued, not just retained,” Katz said. “Benefits that adapt to employees’ needs — and are clearly communicated — reinforce trust, strengthen connection, and help organizations move beyond transactional loyalty toward more meaningful, sustainable outcomes.”
MetLife’s Employee Benefit Trends Study is now in its 24th year. The 2026 edition surveyed 2,480 HR decision-makers and 2,541 full-time employees from organizations across industries and sizes. Research was conducted in partnership with STRAT7, a global strategy and insight consultancy, and included cultural and semiotic analysis alongside quantitative surveys.
