Job hugs, the trend of employees staying in their roles despite feeling separated from one another, have surged over the past year, new research from LinkedIn shows. Although the focus is on the UK labor market, the trend is spreading across a number of countries as the wider economic outlook becomes more uncertain.
Janine Chamberlin, Head of LinkedIn UKThe situation was clearly explained. Experts explore the market, sometimes through interviews, but ultimately decide to stay put. “This is a game-changer for recruiters,” she said.
The data supports this. 57% of recruiters say they now spend more time persuading candidates to change jobs than before.
The study suggests a structural change rather than a temporary decline. With hesitation on both sides of the recruitment table, UK hiring fell 10% year-on-year in January 2026 and remains below pre-pandemic levels.
Number after standoff
With 71% of recruiters reporting an increase in this behavior, the details of LinkedIn’s findings paint a difficult picture for anyone trying to move talent in the current environment.
Although economic conditions play an important role in job creation, they are not the only factor. A quarter of respondents cited economic uncertainty as a reason to stay in their current role, but 19% said the search process itself was too difficult to pursue. 73% say it has become more difficult to find a new job over the past year.
On the recruiter side, 61% have increased proactive applications to passive candidates who are not actively applying to keep the pipeline moving. Many people are turning to technology to manage their workloads. 57% say AI is now integral to how they source candidates, 89% plan to increase their use of AI, and 60% say AI has helped them identify candidates with skills they might not otherwise find.
But the problem is not simply a sourcing issue. Candidates engage in conversations, move through the process, and then step back. Your funnel is leaking at the decision stage rather than the awareness stage, and other fixes are needed.
Chamberlin noted that talent teams’ responses are increasingly focused on building trust rather than filling vacancies.
“It’s no longer just about filling a vacancy, it’s about building trust and demonstrating long-term opportunity and security.”
What the HR team can do in a situation where the market is reluctant
The takeaway for HCM leaders is that recruitment strategies must adapt to the current psychology. The most striking figure from LinkedIn’s research is that 81% of recruiters say they now require greater certainty about job security before candidates change jobs.
That’s not a negotiating tactic. This reflects real anxiety and requires concrete action.
Contracts are the most direct means available. Organizations willing to experiment with longer notice periods or shorter, more clearly structured probationary periods give candidates a practical reason to make a safer move.
Probation in particular requires close scrutiny. Having vague and extended evaluation periods without structure tends to increase anxiety rather than manage risk. Sharing documented success criteria on day one and a short probationary period consisting of regular check-ins to ensure mutual fit signals investment rather than surveillance.
The first 90 days are critical right now. A written onboarding plan with clear milestones, defined training, and scheduled feedback provides new hires with a visible path for advancement.
In a market where candidates are already reconsidering their moving decisions, such a structure is undesirable. This reinforces that the organization is setting the candidate up for success.
More broadly, specificity trumps reassurance. For insecure candidates, vague promises of stability are of little importance. A defined timeline, transparent communication about business direction, and structured support during the transition period all increase the credibility of your proposal and make the leap less difficult.
the way forward
There are tentative signs of relief. The Recruitment and Employment Confederation’s latest labor market tracker points to reasonable grounds for optimism, with signs of an increase in the supply of candidates.
But the broader picture remains fragile. The TUC has called for an urgent task force to protect British jobs from wider global economic disruption, a move that is likely to deepen rather than ease candidates’ caution in the short term.
For talent teams, the lessons from LinkedIn’s research are clear. It’s just that the rules of engagement have changed. Proactive support, AI-assisted sourcing, and applicant-friendly contract structures are no longer differentiating factors. These are the criteria for competing in a market where candidates must be convinced that moving is worth the risk.
Organizations that take this period as an opportunity to raise the bar on their hiring and onboarding experiences will be better positioned to move talent along.