What Managers Should Know About Motivating ‘Job Huggers’

Forget rage applying and quiet quitting — a new phrase is making the rounds to describe today’s grim workplace reality. It’s called “job hugging,” a cute label for employees who cling tightly to the jobs they have because they’re afraid to enter the volatile job market.  

Anyone who’s tried job hunting lately knows the anxiety. Firms are blaming AI for massive job cuts, recruiters are receiving hundreds of applications for every open job, and roles are getting merged so one person ends up doing the work of three, often for the same paycheck. 

In many ways, the new “job hugging” trend is the opposite of the pandemic’s “great resignation,” when workers felt secure enough to quit and trust they’d easily land something new. Those days are long gone. According to ResumeBuilder.com's recent survey nearly half (45%) of US employees are sticking with what they know because switching feels too risky, even if they hate their current job.​

For managers, motivating your job huggers is tricky. When employees stay out of fear, they are present, but not necessarily productive. You might be dealing with levels of disengagement you haven’t experienced before, or an undercurrent of anxiety that drags team morale down.

Personality Type Explains How You Can Best Serve Your Job Huggers

Here's where personality assessment like TypeFinder,®  based on the Myers-Briggs personality typing system, becomes useful. Different personality types respond to career uncertainty in different ways. Recognizing these patterns tells you a lot about why people are job hugging and how you can help them feel more engaged in their roles.

One way of categorizing personality is through temperaments, four patterns of motivations that influence our perspectives and decisions, including how we deal with career uncertainty. The 16 Myers and Briggs types slot neatly into one of the four temperament groups based on two letters they share in common — NF, NT, SP and SJ. 

Let’s look at the psychology of job hugging through the lens of temperaments and learn some strategies for motivating your employees through this unique type of pain.

Sensing-Judgers – “Better the Devil You Know” 

People who type as Sensor-Judgers (ISTJ, ISFJ, ESTJ and ESFJ), a group Truity calls Preservers, feel safe inside the predictability of established routines. These types do their duty and almost certainly will rank among your most conscientious employees. You might not notice any drop in their performance, even if they feel trapped in their current role, because they work diligently no matter what. 

What’s interesting about this group is the way that a familiar job becomes a refuge, even if it's no longer challenging. They’re likely to feel grateful for steady work, and use phrases like, “At least my job is secure” or “I’m glad I don’t have to start from scratch somewhere new.” The risk is that the safety and gratitude they feel now morphs into resentment if they get overlooked or are underappreciated by their leaders.

Spotting SJ job huggers on your team:

• They complete their assigned work competently but worry about underperforming and putting their job security at risk.
• They avoid volunteering for new or unfamiliar assignments that could expose them to criticism.
• They seem relieved when workflows or team structures remain unchanged.
• They rarely voice complaints, but their stress shows up as increased caution or a reluctance to say what they think.

How to motivate SJ job huggers:

• Transparency is key to winning the trust of a Preserver, so be specific about where the organization stands. Give as much notice as possible about changes that may affect their role.
• Schedule regular check-ins so Preservers are not left in the dark about what’s expected of them. Preservers often understate their concerns, so ask direct questions and listen carefully.​
• Let them know about internal moves early and often. Preserves will feel secure when  career growth feels possible without leaving for pastures new.
• Preservers keep things running smoothly, so show your appreciation. Rewards and recognition — even just a simple “thank you” — go a long way in helping your loyal Preserves feel valued.
• Even better, ask where you may be able to help more. Very often, simply asking, “What could we do for you to be excited again about working here?” can invite helpful feedback.

Intuitive-Thinkers – “Waiting for the Right Play”

For Theorists (INTP, ENTP, INTJ, ENTJ), the problem is stagnation. These rational types may deduce that, logically, staying put is their best move, but they still thrive on intellectual challenge. If the job doesn’t provide enough stimulation, they may decide to dial it in and put their energy into side projects outside your organization. 

When NTs job hug, it’s less about clinging to safety and more a rational response to economic factors they can’t control. They’ll find this frustrating — these types strive to be masters of their own destiny and hate the feeling that their choices are being dictated by outside forces. Instead of waiting passively for conditions to improve, they’ll try to control what they can. You may notice them using periods of job hugging as research and development time until they’re ready to make a decisive, strategic leap.​

Spotting NT job huggers on your team:

• They fulfill the basic requirements of their role, but stop giving it their all. 
• Their real energy goes into side projects and upskilling.
• They’re on your case for new projects or ways to have impact, even if they’re not directly related to their role.
• You get the sense they’re biding their time. 

How to motivate NT job huggers.

• Give them intellectually stimulating projects or challenges that allow them to flex their problem-solving muscles. 
• Lack of development is a major cause of disengagement for NTs, so provide opportunities for learning, growth and influence (training, conferences, cross-functional projects). 
• Job crafting works well for NTs. Where possible, let your Theorists reshape their roles around their goals and interests, whether that’s designing new systems or piloting new initiatives. The change in focus will help them channel fresh energy back into their work (not just their side gigs).
• Don't micromanage this group. Back off and trust they will take ownership of their expanding role.​

Sensor-Perceivers – “Masters of the Moment”

The Responders on your team ( ISTP, ISFP, ESTP and ESFP) want to respond to life as it happens. Being trapped in a role they no longer enjoy is suffocating to them, and they’ll show their frustration by chafing against the constraints. You might notice these types pushing back against processes and red tape they seemed okay with before, or looking for any pocket of novelty within the role. When they can't find it, they just disengage and coast. 

Over time, this group may follow a pattern of procrastination and rust out. They may struggle to stay on task or exercise zero self-control over what they do, leading to many projects with only 10% progress. These employees may increasingly be MIA — instead of performing tasks, they’re busy talking to people in the industry and networking their way out of the situation, or exploring other distractions to shake up their routine. 

Spotting SP job huggers on your team:

• They’re restless and all over the place on workflows and deadlines.
• They rail against inflexible rules, systems and even coworkers they were fine with before. 
• They take on last-minute urgent projects or firefighting roles as a way to inject some excitement into their workday.
• They might stir up drama or poke at team tensions just to relieve their own boredom.

How to motivate SP job huggers:

• Responders want to see the direct, practical outcomes of their efforts, so give them projects with short-term goals and quick turnarounds.
• Cut the bureaucratic overhead so they can move faster and more freely and figure things out on their own.
• Rotate their responsibilities so no two days are the same — variety keeps them engaged.
• Reward their “here and now” achievements, such as completing projects or winning new business, to reinforce their efforts.

Intuitive-Feelers – “Heart’s Not in It”

NF types, also called Empaths (ENFP, INFP, ENFJ, INFJ) need meaning in their work like oxygen. When they’re demotivated, it’s a crisis of purpose — a sign that the NF feels trapped in a role that doesn’t feed their values or connect them to something bigger. They want to believe their work makes a difference, so sticking around in a role that no longer inspires them creates deep emotional and moral friction.

NFs may not scheme or rebel their way out of a role they find demoralizing, but when burned out, they withdraw the best part of themselves — their energy, insight and empathy. Managers may notice that they stop caring about the team dynamic and morale building. In their place, you’ll see unfinished creative work, less passion for collaboration, and little drive for personal or team growth. NFs may be reluctant to advocate for themselves and instead quietly hope things will improve. But when their optimism collapses, they might disappear into apathy — doing just enough, but clearly no longer caring.

Spotting NF job huggers on your team:

• They become emotionally distant, avoiding team events and sharing less about their feelings or ideas.
• Their creative output stalls or quality drops sharply as inspiration dries up and disinterest sets in.
• They stop volunteering for new initiatives or mentorship roles they once loved.
• They give off a chronic “what’s the point?” energy.

How to motivate NF job huggers:

• Reconnect their work to a bigger purpose. Find out what is personally meaningful to your Empath employee, then make it clear how tasks, projects and team decisions connect to that central purpose.
• Team-building activities or volunteer programs can help NFs reconnect with colleagues and feel a stronger sense of belonging. 
• Generic praise can fall flat for this group, so offer specific and personal acknowledgment for their contributions, especially those involving their unique insights, integrity and impact on team morale. Public recognition in a team meeting or a thoughtful personal note can be highly effective.
• NFs benefit from a clear path for personal development so provide stretch assignments that offer a fresh challenge. Even better if they help others or support positive change.

Final Words

It’s easy to think of job hugging as a win for retention, but the trend is a warning sign that employees feel undervalued and are staying out of fear rather than inspiration. No manager wants a team that feels unchallenged, disengaged or stuck. 

Managers should also be mindful that the trend is likely temporary and will weaken as the job market improves. If you’re not making moves now to re-engage your valued employees, there’s a chance you will lose them when the market thaws.

Personality science can help you understand the fears and motivations that drive job hugging, which — while they have the same root cause — manifest very differently across temperament groups. From there, it's about tailoring your approach to what each person actually needs to reignite their motivation, and prevent the hidden costs of disengagement before it’s too late.