Why employees stay when they actually want to leave (and what that means for employers and talent)

At first glance, the labour market appears stable. Employees stay put, retention rates are high, and turnover is limited. But beneath that stability lies a less visible reality: many professionals remain in their roles not because they are satisfied, but because leaving feels too risky financially or professionally (sometimes referred to as job hugging).

The paradox: staying without engagement

Recent research shows that 74% of Belgian employees are not planning to change employers, while 64% say they intend to do so within the next 12 months.

This gap between intention and action tells the real story:
people want to move, but they don’t.

This has little to do with loyalty. It is largely a rational decision. Structural mechanisms such as automatic salary indexation and seniority benefits make leaving financially less attractive. Walking away often means giving up stability and accumulated advantages. The result? Organisations retain talent, but not necessarily engagement.

When retention becomes misleading

Low turnover is often seen as a sign of success. But that picture can be deceptive. Employees who stay out of caution continue to perform, but differently: less initiative, less involvement, and less investment in the organisation. This is sometimes described as quiet cracking, not a visible exit, but a gradual erosion of engagement.

Over time, this impacts:

• Innovation and growth
• Team dynamics and collaboration
• The quality of the talent pipeline

When experienced employees stop moving, junior talent progression slows down. And who does leave? Often the top performers.

The impact on the Belgian and Dutch labour markets

This is not a marginal trend.

• Fewer than 9% of Belgian employees are actively job hunting
• Average tenure continues to rise (11.3 years)
• In the Netherlands, only 3.8% of employees switch employers

At the same time, demand for talent remains high. In other words: talent is there, but it is moving less.

What does this mean for employers?

It requires a shift in how we view retention. The focus should move from simply keeping employees to driving:
engagement, development and internal mobility.

Leading organisations invest in:

• Structured career conversations
• Internal mobility (including lateral moves)
• Project rotations
• Continuous learning

By creating internal opportunities, organisations can stimulate movement without losing talent.

And for candidates?

Staying in your current role is often a rational choice today.

But it comes with a long-term cost:

• Slower skills development
• A smaller professional network
• Lower confidence in market value

Data confirms this trend: fewer employees believe they can quickly find a similar role.

The longer you wait, the bigger the step becomes.

Finding the right balance

Today’s labour market does not require quick moves, but thoughtful decisions.

For employers, this means investing in engagement and growth.
For professionals, it means actively managing employability.

It is not about staying or leaving, it is about moving forward.

Ready to take the next step?

Whether you are considering staying or moving, the right support can make all the difference.

For candidates
Unsure if your current role is still the right fit? Get expert guidance for your next career step.
Discover our career coaching services

For employers
Looking to strengthen engagement and internal mobility? Our experts are here to help.
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