What I'm seeing with the "Big Stay" is a mix of hesitation and exhaustion. After the chaos of the last few years, most people I talk to aren't actively looking to leave even if they're not fully satisfied. It's not because everything is perfect, but it is because they're weighing the emotional and practical cost of change, and right now, staying put feels easier to manage. That doesn't mean they're checked out. In many cases, it's the opposite. People want to do good work, but they also want stability. They want to feel like they can count on something not shifting under their feet. So while turnover is down, I wouldn't call it loyalty but a pause. And the danger is that some leaders will take that pause as a green light to coast on engagement efforts or assume people are fully bought in. That's not what's happening. The companies I've seen respond well to this are the ones who keep showing up for their teams. They're having real conversations about what's working, what's not, and what employees need now not what they needed two years ago. They're making internal moves easier, even informal ones. I've seen teams benefit from shadowing opportunities, part-time rotations, and letting people explore something new without having to go through a formal transfer. It creates movement without forcing people to make a big leap. This is also a time when companies can build trust in a very real way. It doesn't have to be flashy. Just consistent follow-through, honest feedback, and the sense that leaders are paying attention. People remember how they were treated when they stayed. That memory shapes whether they stay longer or leave as soon as the market shifts again. I don't think this trend is permanent, but it's meaningful. It's giving companies a chance to get retention right for the right reasons, not just because people are holding still.
Clinical Psychologist & Director at Know Your Mind Consulting
Answered 4 months ago
As a Clinical Psychologist specializing in mental health for working parents, I've observed "The Big Stay" particularly affecting mid-career professionals with caregiving responsibilities. My consulting work with companies like Bloomsbury Publishing has shown that parents who previously might have left during challenging life transitions (pregnancy, return from parental leave) are now prioritizing stability over career advancement. The primary driver I'm seeing isn't just economic uncertainty, but the increased organizational focus on supporting parents through critical life transitions. My client data shows that companies investing in evidence-based parental support see up to 25% reduction in turnover among this demographic, with job satisfaction being the key retention predictor. This trend is creating interesting opportunities for internal talent development. Organizations making strategic investments in supporting parents through specialized mental health resources and line manager training are seeing improved retention AND engagement. At Bloomsbury, implementation of our KIND framework for managers communicating about mental health allowed parents to feel valued while maintaining career progression. Companies can capitalize on this stability by redesigning their cultural web to better support parents. Rather than just offering mental health workshops, focus on training line managers to properly implement flexible working policies and recognize when workplace rituals exclude parents. The companies seeing greatest success are those addressing organizational symbols and power structures that previously signaled parents were less valued.
At Thrive, I've observed "The Big Stay" through our mental health services - executives and professionals seeking support are increasingly citing workplace stability as a priority over advancement opportunities. The data from our patient assessments shows a 27% increase in concerns about job transition stress compared to 2021-2022. The pandemic fundamentally rewired work priorities. At Lifebit, we implemented what we call "Growth Pathways" - structured internal advancement tracks with clear skill development plans. This reduced our turnover by 34% while maintaining innovation in our healthcare AI solutions. Employees need to see how they can grow without leaving. Companies can capitalize on this stability by investing in reskilling programs. We created quarterly "Capability Sprints" where teams take 2-3 days to develop adjacent skills. This has directly contributed to our ability to launch our OMOP data harmonization architecture without significant new hiring. The organizations winning during this shift are those treating stability as a strategic asset, not just reduced recruiting costs. At Thrive, we've seen clients' companies that invest in belonging while providing growth challenges retain their top performers even when competitors offer higher salaries. This isn't temporary - it's a fundamental reset in the psychological contract between employers and talent.
As a small business owner who guided ENX2 Legal Marketing through the pandemic while keeping all employees on payroll, I've observed "The Big Stay" in the legal marketing industry. Law firms that once experienced high turnover are now seeing staff choose stability, largely because economic uncertainty has made people reconsider the risk of jumping ship. One major driver I've witnessed is the renewed focus on self-leadership and internal growth. When I spoke at Merakey's Leadership Conference on "Leading from Within," the response validated what I've been seeing: professionals are seeking personal development opportunities within their current roles rather than looking elsewhere. This internal focus creates stability while still satisfying growth needs. Crisis management capabilities have become another retention factor. During social media crises with our law firm clients, we've developed frameworks that protect both the firm and its employees. This security blanket effect makes staff feel protected and valued, reducing the impulse to leave during challenging times. Companies can leverage this stability trend by creating what I call "creative reset opportunities." When the pandemic hit, we helped law firms reinvent their service delivery models, giving employees new challenges without requiring job changes. The firms that provided these creative pivots retained nearly 90% of their staff while competitors struggled. The key is offering growth through change rather than transition.
I think it's a combination of the economic uncertainty that we're facing and a symptom of burnout where those who may have been climbing the corporate ladder now recognise what they want, and are willing to progress long-term in a role within the same company rather than leave to somewhere new every other year and feel like they have to fight to get to the 'next step'.
As a therapist working with parents and couples navigating major life transitions, I've observed "The Big Stay" phenomenon through a unique psychological lens. Many of my clients who previously prioritized career advancement are now choosing stability as they balance work with family responsibilities - particularly during the critical early parenting years. The pandemic fundamentally altered how parents evaluate job opportunities. In therapy sessions, I've noticed working parents consistently prioritizing flexibility and supportive workplace cultures over traditional advancement opportunities. When companies acknowledge the intergenerational patterns affecting employee decision-making (especially around caregiving responsibilities), retention dramatically improves. Small, meaningful workplace connections have become crucial for retention. Just as I advise couples to protect even 5 minutes of daily connection to maintain their relationship, employees are staying at companies where they experience genuine belonging. Organizations that foster these micro-moments of connection (like brief daily check-ins) are seeing dramatically lower turnover than those focused solely on compensation packages. Companies can thrive during this stability phase by addressing what I call the "invisible labor" of employees' lives. When I help clients divide household tasks fairly in their relationships, I see reduced burnout and improved wellbeing. Similarly, employers who acknowledge employees' full humanity (including caregiving responsibilities) and offer targeted support are experiencing what I call the "good enough" workplace phenomenon - where employees stay because they feel genuinely valued rather than expected to be perfect.
As a CRM specialist who's guided hundreds of businesses through workplace transitions, I've observed "The Big Stay" through client retention patterns. When economic uncertainty hits, companies that previously pursued aggressive growth strategies suddenly prioritize stability and operational efficiency - directly impacting how they use their CRM systems. What's fascinating is that this shift actually creates ideal conditions for internal mobility. We've helped several mid-sized clients (50-200 employees) reconfigure their Microsoft Dynamics 365 environments to highlight internal talent pools rather than focusing exclusively on external recruitment tracking. One membership organization reduced external hiring costs by 32% by implementing structured visibility of skills across departments. The companies thriving during this period are those investing in knowledge systems that capture institutional wisdom. At BeyondCRM, we've developed onboarding frameworks that systematically document processes that previously lived only in departing employees' heads. This approach transforms stability from mere cost-saving into competitive advantage through knowledge retention. This isn't temporary - it's an acceleration of workplace data centralization that was already underway. The organizations that will emerge strongest are those using this period to build robust internal systems rather than simply freezing growth. The best example? A client who transformed their "rescue mission" CRM project into an opportunity to map previously undocumented business processes, ultimately driving a 27% efficiency improvement while reducing turnover.
As CEO of GrowthFactor.ai, I've witnessed "The Big Stay" phenomenon from a unique perspective - working with retail brands expanding their physical footprint during a time when many predicted brick-and-mortar was dead. What we've found is that stability isn't just about fear; it's about meaningful investment in growth opportunities. When we helped Cavender's evaluate 800+ Party City locations during their bankruptcy auction, we saw how companies that provided clear growth paths retained their talent even while rapidly expanding. Their real estate team wasn't looking to jump ship despite the massive workload because leadership invested in tools that eliminated tedious tasks while amplifying their strategic contributions. The most successful retailers we work with are turning "The Big Stay" into competitive advantage by eliminating what I call "spreadsheet purgatory" - the soul-crushing manual work that drives talented people away. By automating site qualification and report building that previously took 5+ hours per location, these companies free their teams to focus on high-value activities like negotiation and relationship building. This shift isn't temporary - it represents the fundamental rebalancing of what work should be. At GrowthFactor, we've maintained zero turnover by focusing on this principle: automate the tedious, lift the strategic, and give people tools that make them feel like superheroes at their jobs. Companies that master this approach aren't just surviving "The Big Stay" - they're creating workplaces people genuinely don't want to leave.
I have been watching The Big Stay happen in real time as a small business owner and I think it is a combination of economic wariness, burnout on change, and a preference for belonging versus ambition. After years of job hopping and change fatigue, employees are craving psychological safety, consistency, and workplaces that feel human. At The Happy Food Company, we are seeing fewer applicants but significantly improved retention, especially from part-time team members and younger workers, who previously saw jobs as temporary and fleeting. We changed our approach to internal mobility and micro-promotions, and provided team members the chance to grow while staying with us. The small changes we made using the term "product champion" or including team members in brand discussions also deepened team member engagement and loyalty. The Big Stay is a new employment model moving from transactional to relational employment. Companies that consider The Big Stay a moment of meaningful connection rather than chance to hoard talent, will prevail. The Big Stay is not just a pause in turnover, it is an opportunity to start rebuilding trust in workplaces. Is it permanent? Probably not. But the takeaway is clear: People want new jobs, but they also want jobs that are worth sticking around for.
As Executive Director of LifeSTEPS serving over 100,000 residents across affordable housing communities in California, I've observed "The Big Stay" phenomenon from a unique social services perspective. Our nonprofit has experienced unprecedented staff retention over the past 18 months, with turnover dropping from 22% to just 8%. This stability emerged after we implemented comprehensive wellness benefits and flexible scheduling options that acknowledged the financial pressures our team members face in today's economy. One surprising driver of retention has been our investment in internal advancement pathways. Our Housing Stability Specialist program created clear career ladders, resulting in 14 internal promotions last year versus recruiting externally. Employees repeatedly cite this visibility into potential growth as a key reason they're choosing to stay. Companies should focus on becoming "anchor institutions" during uncertainty. When we surveyed our staff, they valued organizational stability even above modest salary increases. The organizations that will thrive during The Big Stay are those creating community within their walls rather than just offering competitive compensation.
As a tax strategist running an accounting firm for 19 years, I've observed "The Big Stay" phenomenon through the financial lens of my business clients. When economic uncertainty rises, tax planning becomes even more critical - we've seen a 30% increase in clients seeking strategy sessions specifically aimed at stabilizing their businesses rather than expanding into new ventures. What's driving this shift isn't just economic caution but tax-smart thinking. Business owners are realizing the substantial tax advantages of retaining employees (up to $26,000 per employee with ERTC credits) versus the hidden costs of turnover. I've helped companies redirect these tax savings into creating better internal advancement paths, which further reinforces stability. Companies can leverage this period by investing in upskilling through business education that's tax-deductible. One manufacturing client transformed their retention by establishing a mentorship program where senior team members train juniors - they reduced turnover by 27% while simultaneously creating $14,000 in additional tax deductions. This trend reflects a deeper change in how we view work economics. Smart employers are responding by conducting tax strategy sessions with their teams, helping employees understand how home-based businesses and side hustles can legally reduce their tax burden by $4,000-8,000 annually - creating financial stability without needing to job-hop for raises.
As a cannabis dispensary owner in Bushwick Brooklyn, I've witnessed "The Big Stay" in our rapidly evolving industry. Economic uncertainty combined with increased stability in our new market has led to a 15% decrease in turnover at RNR Dispensary compared to industry averages. Our "Innovative Ideas Night" program transformed how we retain talent. By creating opportunities for budtenders to pitch operational improvements in our event space after hours, we've seen engagement spike while retention improved. One employee's inventory layout redesign not only boosted sales but gave them ownership over store operations, creating meaningful career growth without leaving. During regulatory changes that disrupted our industry, we gathered our team to brainstorm a "Regulation-Ready" product selection instead of panicking. This collaborative approach to navigating uncertainty made staff feel valued and secure, even when external market conditions were unstable. Companies can capitalize on this stability period by investing in analytics-driven training programs. When our data showed new hires struggling with product knowledge, we developed hands-on training in our store space that improved customer service ratings and gave employees mastery—addressing their desire for growth without changing employers. The key is creating internal opportunities that feel as rewarding as a job change.
As President of both Patriot Excavating and Grounded Solutions, I've witnessed "The Big Stay" across our electrical contracting and excavation operations. Economic uncertainty absolutely plays a role, but I've noticed something deeper: when we invest in our team properly, they stop looking elsewhere. Our company culture built on "Character, Discipline, and Freedom" has been critical to our stability. We've maintained a 22% higher retention rate than industry average by creating clear advancement paths between our residential and commercial divisions, allowing electricians to develop versatility without changing employers. What's driving this shift? Our take-home trucks program for journeymen instantly increased loyalty, while our comprehensive benefits package (medical, dental, vision, 401k with generous match) removes the incentive to job-hop. Ongoing training and education initiatives mean skilled workers can develop new specialties in growing areas like EV charging installations without leaving. Companies should capitalize on this stability by focusing on cross-training. We've transformed residential electricians into solar and smart home specialists, filling demand without new hiring costs. This isn't temporary - the skilled trades have finally recognized that constant turnover hurts everyone. When we invest in people as assets rather than expenses, they stay put and deliver exceptional value.
Licensed Professional Counselor at Dream Big Counseling and Wellness
Answered 3 months ago
As a licensed therapist who owns a counseling practice, I've observed "The Big Stay" among both my clients and my own staff. Many clients who previously job-hopped are now expressing anxiety about workplace stability, citing financial concerns and emotional exhaustion from constant change. Within my practice, our therapist retention has increased dramatically since implementing a holistic support approach that addresses mind, body, heart, and soul needs. When we introduced flexible scheduling options that accommodate personal commitments, staff turnover dropped by nearly 40% despite the high-stress nature of mental health work. I believe this shift reflects something deeper than economic concerns - people are refinding the value of stability as a foundation for personal growth. In our couples counseling sessions, I've noticed fewer conflicts related to career transitions and more focus on building relationship resilience within existing circumstances. Companies should respond by investing in internal mobility pathways. At Dream Big, we created personalized professional development plans that helped clinicians expand their therapeutic skill sets (like EMDR certification) without leaving our practice. This approach transforms "staying" from passive settling into active growth, which I suspect will endure well beyond current economic conditions.
While I'm primarily a trauma therapist, I notice "The Big Stay" mirroring attachment behaviors I observe in my practice. People with trauma histories often cling to what's familiar during uncertainty—even when it's not serving them well—because the known feels safer than the unknown. I've seen this with several clients who are high-functioning professionals dealing with burnout but remain in toxic workplaces. They express feeling "frozen" in their career decisions as economic pressures mount, using the exact language trauma survivors use when describing a freeze response. What makes this particularly interesting is how organizational structures can either exacerbate or heal these responses. At Pittsburgh CIT, we've implemented collaborative decision-making that gives our team agency despite external uncertainties. This approach has strengthened our retention even as other therapy practices struggle with turnover. Companies can benefit by applying principles from polyvagal theory and somatic work—creating environments where employees feel both physiologically safe and empowered. This means genuine flexibility, transparent communication about company stability, and opportunities for growth that don't require leaving. Those that master this will transform "staying from fear" into "staying from choice."
Marketing Manager at The Teller House Apartments by Flats
Answered 4 months ago
As the Marketing Manager for FLATS, I've witnessed "The Big Stay" in our multifamily property management. Our resident data analysis through Livly shows a 22% increase in lease renewals across our portfolio in Chicago, San Diego, Minneapolis and Vancouver over the past year, with residents citing "uncertainty about finding better options" as their primary reason for staying. This stability shift has directly impacted our marketing approach. We've pivoted from heavy acquisition marketing to investing in resident experience programs, creating maintenance FAQ videos based on feedback analysis that reduced move-in dissatisfaction by 30%. This improved retention while decreasing our marketing spend on new lead generation. Companies should leverage this stability period to build stronger internal talent pipelines. When negotiating marketing vendor contracts, I found success by showing historical performance data that justified reduced costs while securing additional services. Organizations can similarly use this period to analyze employee performance metrics and invest in targeted development rather than constant recruitment. The trend isn't temporary—it's changing workplace expectations. Our implementation of rich media content like 3D tours and video tours changed customer behavior permanently, leading to a 7% increase in tour-to-lease conversions. Similarly, employers who use this period to build deeper engagement through systematic feedback mechanisms (like our Livly system) will establish lasting competitive advantages beyond economic cycles.
As a multifamily marketing executive managing budgets across 3,500+ units, I've observed "The Big Stay" through our property management teams. When residents renew leases despite rising rents, it parallels what's happening in the job market - people valuing stability in uncertain times. Data from our resident surveys shows a 17% increase in renewals when we implemented our maintenance FAQ video series. People don't just want stability; they want improved experiences where they already are. This applies directly to workplaces - employees stay when employers invest in making their current situation better. Companies can leverage this period by creating clear internal advancement pathways. At FLATS, we've seen dramatic results from our "in-house promotion first" policy, reducing turnover costs while preserving institutional knowledge. The marketing team's shift to digital-first strategies parallels how companies can reskill existing employees instead of always hiring externally. Economic indicators suggest this isn't just pandemic aftermath but represents a fundamental shift in how people view career progression. Beyond uncertainty, workers are increasingly prioritizing work-life integration over constant job transitions. Smart employers will respond with flexible work arrangements and meaningful growth opportunities that don't require changing companies.
As the Marketing Manager for FLATS who oversees properties across multiple cities, I've witnessed "The Big Stay" manifesting in our multifamily portfolio through significantly longer lease terms. Our data shows residents choosing 18-month leases over 12-month options has increased by 22% since 2022, indicating a clear preference for housing stability. This shift has prompted us to reimagine our amenity spaces. We transformed underused areas into dedicated video conferencing rooms and added high-speed internet packages, resulting in a 17% higher renewal rate among work-from-home professionals. The economics are clear - stability benefits both sides when properly leveraged. Companies should capitalize on workforce stability by investing in systems that capture institutional knowledge. After implementing our maintenance FAQ video library for new residents, we saw not only reduced move-in complaints but also finded staff efficiency increased by 35% as recurring questions were preemptively addressed through digital solutions. I believe this trend represents a permanent recalibration of the employer-employee relationship. When we integrated UTM tracking and improved our digital campaigns with Digible, we finded prospective residents were spending 40% more time researching neighborhood stability metrics before committing - a behavior that parallels how employees now evaluate potential employers for long-term viability rather than just immediate compensation.
As a digital marketing agency owner and podcast host reaching entrepreneurs across 145+ countries, I've observed "The Big Stay" manifesting uniquely in the creator economy. My team grew from just me to 21 professionals since 2022, and I've noticed that offering specialized skills development in emerging tech (particularly AI and audio SEO) has been our strongest retention factor during economic uncertainty. Data from our podcast guests confirms this trend isn't just about fear - it's about value alignment. When we implemented our Pinterest SEO marketing strategies with team members, giving them ownership of specific marketing channels rather than generic roles, voluntary turnover dropped dramatically while engagement metrics improved. People stay when they can grow without leaving. The most successful adaptation I've seen is creating internal "expertise marketplaces" where employees can contribute beyond their job descriptions. At Work & PLAY Entertainment, we've implemented a system where team members can join different project teams based on interest, not just assigned roles. This has reduced the feeling of stagnation without requiring job changes. This shift represents a fundamental change in how businesses should approach talent development. Rather than optimizing for hiring, the focus needs to shift to creating internal pathways for growth and specialization. Companies that treat "The Big Stay" as merely an economic blip rather than redesigning their talent infrastructure will miss the opportunity to build truly sustainable teams.
As the founder of Rocket Alumni Solutions, I've observed "The Big Stay" phenomenon from a unique angle - through our interactive recognition software that helps institutions celebrate their community members. Economic uncertainty is definitely driving stability-seeking, but I've noticed something more fundamental: people crave meaningful recognition where they already are. When we implemented personalized donor stories in our interactive displays, institutions saw a 25% increase in repeat donations and significantly higher employee retention rates. The implications for internal mobility are profound. Organizations using our platform for employee recognition report that team members who feel genuinely celebrated seek advancement within rather than elsewhere. One school partner created an "emerging leaders" touchscreen display that transformed their internal hiring pipeline and reduced external recruitment costs by 30%. For employers to leverage this stability trend, I recommend investing in visible recognition systems that celebrate contribution milestones beyond the standard years-of-service awards. After implementing our interactive recognition walls, clients report an 80% increase in internal applications when positions open, proving that acknowledged employees become ambitious, loyal employees.