"But beneath the surface, a different story is unfolding. Employees, it seems, are not staying because they are deeply engaged or fulfilled, but rather because of the risks inherent in an unpredictable market. Many, I understand from a CHRO contact, are nervous about moving in a time of uncertainty-worried about landing a new role only to be "last in, first out.""
"This lack of movement has created a dangerous illusion. Employers may believe they have weathered the storm and mastered loyalty and retention. In reality, disengagement is widespread. As and when conditions shift-and confidence returns-there's a danger that those organizations that have put "people concerns" on the back burner will face something of a reckoning. Stability Does Not Equal Satisfaction Let's explore the labor market reality under the hood: 1 in 3 employees say their manager does not respect them,"
Calmer hiring and lower attrition conceal that many employees remain in roles due to fear of market risk rather than true engagement. Workers worry about moving during uncertainty and about being "last in, first out," producing inertia that creates an illusion of loyalty. Measured indicators point to low psychological safety: one in three employees feel disrespected by managers, over half cannot be authentic at work, and fewer than half view their company as empathetic. When confidence returns, organizations that deprioritized people concerns risk departures and declines in trust, performance, and innovation.
Read at Psychology Today
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