By Georgina Pacor
Just a few years ago, HR leaders were navigating the chaos of the “Great Resignation” – a mass exodus of talent that reshaped hiring strategies and workplace culture.
But in 2025, the pendulum has swung in the opposite direction. Employees are staying put, and not just out of loyalty.
This phenomenon, dubbed “The Big Stay,” reflects a deeper shift in workforce psychology: a preference for stability, security, and predictability in an increasingly uncertain world.
For employers, this isn’t just a pause in turnover – it’s a strategic moment. When workers choose to stay, it opens the door to deeper engagement, stronger culture, and long-term workforce planning. But capitalising on this moment requires intention.
Why are employees staying put?
Several factors are contributing to this newfound risk aversion:
- Economic uncertainty: With inflation, interest rate fluctuations, and global instability, many employees are hesitant to gamble on new roles. This climate encourages people to seek security over change, making retention a more achievable goal.
- Job market saturation: In some industries, the flood of applicants has made competition fierce, discouraging movement. Rather than risk being one of many, employees are choosing to deepen their value where they are.
- Remote work comfort: Employees who have settled into flexible work arrangements are reluctant to give them up. Prioritising this benefit over new opportunities. Work-life balance has become non-negotiable and many won’t trade it for uncertainty.
- Burnout recovery: After years of upheaval, many are prioritising mental health, balance and stability over ambition. Staying put is a way to rebuild energy and re-establish boundaries.
- AI disruption and role evolution: With AI rapidly changing job functions and skill requirements, employees are choosing to stay in familiar environments where they can adapt gradually.
Rather than leap into unknown territory, many are opting to upskill and evolve within their current roles.
For organisations, it’s a valuable window to strengthen relationships, invest in capability, and shape a workplace culture that people actively choose to be part of. Whether through leadership development, communication strategies, or wellbeing initiatives, this moment invites employers to build not just retention, but genuine commitment.
The psychology behind the ‘Big Stay’
Understanding the emotional and psychological drivers behind employee decisions is key to crafting effective retention strategies.
Many workers are experiencing a post-pandemic recalibration, reassessing what matters most in their careers. Stability, purpose, and work-life balance have taken precedence over rapid advancement or high-risk moves.
This shift is also influenced by trust and familiarity. Employees who feel safe, supported, and valued in their current roles are less likely to seek change.
HR leaders can nurture this trust by being transparent, consistent, and responsive to employee needs. When people feel psychologically safe, they’re more likely to invest in their current environment rather than search for alternatives.
Turning retention Into a strategic advantage
Rather than viewing this as a lull in mobility, HR teams can leverage “The Big Stay” to deepen engagement, strengthen culture, and build long-term loyalty. Here are some ways to turn it into a strategic advantage:
Invest in internal mobility
Employees may not be leaving, but they’re still looking to grow. Create clear pathways for advancement, lateral moves, and skill development. Promote from within and celebrate internal success stories.
Reimagine career development
Offer personalised learning plans, mentorship programs, and stretch assignments. Employees who feel invested in are less likely to look elsewhere.
Double down on culture
Use this period to reinforce your values, improve communication, and foster belonging. A strong culture is a powerful retention tool.
Listen more closely
Conduct stay interviews, pulse surveys, and feedback sessions. Understand what’s keeping employees – and what might eventually push them away.
Recognise and reward loyalty
Celebrate tenure milestones, consider offering retention bonuses, and publicly acknowledge contributions. Loyalty deserves recognition.
Data-driven retention: what to measure
To truly harness the power of retention, HR teams should lean into data and analytics. Key metrics to track include:
- Engagement scores from pulse surveys.
- Internal mobility rates.
- Training participation and completion.
- Stay interview insights.
- Turnover risk indicators (e.g., absenteeism, performance dips)
These insights allow HR to identify patterns, predict flight risks, and tailor interventions to specific teams or demographics. When data informs strategy, retention becomes proactive rather than reactive.
Making the most of the moment
The Big Stay isn’t just a trend – it’s a window of opportunity. When employees choose to stay, they’re offering something rare: time, trust, and continuity. HR leaders who respond with empathy, strategy, and vision can turn this moment into a foundation for long-term success.
Retention is no longer just about preventing exits. It’s about building momentum, deepening relationships, and creating a workplace where people want to stay – not because they’re afraid to leave, but because they see a future worth staying for.
– Georgina Pacor is the Senior HR Content Editor – Publications at The Australian Industry Group (Ai Group).
This article was first published on the Ai Group website.
