Hello everyone!
We are opening this week’s newsletter with a new concept: the Great Stability.
Recent research shows a real shift in the world of work: rather than chasing the next jump, employees now prefer to stay in a stable position. We can call this the “Great Stability” trend.
This is not simply about “staying in the same place longer.” People are now making job decisions against deeper and more sustainable criteria:
Why are employees staying put?
According to the report, employees say “I want to stay in my current job” more than they used to — and behind that is not simple fear, but a deliberate choice.
The motivations that stand out:
- Good work–life balance
- I like the company culture
- My pay is satisfying
- There is a flexible working arrangement
- There are development and training opportunities at work
Which shows that employees no longer want “just to stay somewhere longer” — they are looking at what makes that job sustainable, balanced and worthwhile.
Rising expectations: what changed?
As the effects of the pandemic eased and economic uncertainty grew, employee priorities evolved:
Security > passion
Steady income and job security now count for more than “simply enjoying the work.” As uncertainty rises, people look for stability.
“Flexibility” means different things to different people
Flexible work still matters — but not one size for everyone; flexibility tailored to the person is what people want. Managers tend to choose where they work, while younger professionals focus more on when.
Pay transparency
High pay on its own is no longer enough — expectations around transparency and fair pay have risen.
Internal growth is a critical factor
Employees want to move up inside the organisation, yet most organisations struggle to make that easy. Internal mobility is becoming a talent magnet.
So what should companies do?
With the trend heading this way, the job is not just “retaining the employee” but creating an environment where people feel connected, growing and motivated. Four core strategies:
- Up-skilling & internal careers: create new role opportunities inside the company and prepare people for them.
- An environment where people grow: make inclusion, wellbeing and sustainability concrete rather than aspirational.
- Move flexibility beyond one dimension: decide together how and when flexibility applies.
- Voice & feedback loops: take the pulse in short cycles and be able to show “here is what changed because of your feedback.”
These four steps do more than retain people; they let the organisation turn the stability trend into an advantage and a leadership opportunity.
In summary…
Employees no longer see their job as an adventure but as a sustainable part of life. This is not “a system that tells hard workers to stay for years”; it is a demand for a work culture that is human-centred, trustworthy and supportive of growth.
Companies that read this trend correctly will not only reduce turnover; they will make the work experience more meaningful, more productive and more stable.
See you next week!
