American workers are nearly evenly divided on whether they plan to job hunt in 2026, reflecting a U.S. workforce in a state of uncertainty, according to a new survey.
Resume templates service Zety found in its 2026 Job Search Split Report, which is based on a survey of 1,003 U.S. employees, that the workforce is caught between ambition and anxiety, driven by rising pay expectations but a growing distrust in the job market.
According to Jasmine Escalera, career expert at Zety, the data shows a clear tension: Workers want higher pay, better benefits and more growth—but many fear a weakening job market, longer hiring timelines and the risk of losing stability or remote work.
“This push-and-pull is shaping 2026 into a year defined by quiet indecision and cautious calculation,” Escalera says.
With perceptions about a risky job market keeping many employees in their current roles, it can create a false sense of security for employers. Employees may be staying, but engagement and satisfaction can still be lacking.
“HR leaders should view this as an opportunity to strengthen trust, connection and commitment, rather than assuming stability automatically means employees are happy,” Escalera says.
Among the approximately half of employees who plan to stay put, just 26% cite true job satisfaction.
“Many of these employees aren’t staying because they’re thriving; they’re staying because they’re uncertain,” Escalera notes.
What’s driving that uncertainty? Nearly two-thirds expect it will be more difficult to find a job this year, and more than half think it will be take longer. Meanwhile, they’re anticipating higher rates of unemployment and stagnant wages.
‘Pay, progression and purpose’
Of the 47% of workers who plan to job hunt in 2026, 27% will actively search and 20% plan to start, compared to the slim majority who intend to remain in their current roles.
For those who are willing to look elsewhere, pay is a major trigger: About 40% report wanting higher compensation. Pay may even be outpacing the value of flexibility; Zety found that a 20% raise would get nearly two-thirds of those surveyed back into a full-time, in-office position.
However, compensation alone won’t solve the issue, according to Escalera.
“What employees are really seeking is a combination of growth, security and long-term value that moves the needle in their careers,” she says. “HR teams that can clearly connect pay, progression and purpose will be in a much stronger position to turn those potential job seekers into employees who choose to stay.”
She adds that the “stay vs. stray” split highlighted in the report shows why one-size-fits-all retention strategies are likely to fail in the coming year. Rather, she explains, HR leaders should focus on understanding what specifically makes their employees feel valued and satisfied—whether that is compensation, flexibility or career growth—and address those needs proactively.
On the flip side, if ignored, Escalera says, turnover can increase quickly and ultimately impact company growth, innovation and creativity.
“What stands out is how conflicted employees are,” said Escalera. “Workers want higher pay and better benefits, but they don’t trust the job market. Many are quietly exploring options while staying put, weighing opportunity against risk. Career moves in 2026 are becoming more cautious, strategic and emotionally complex than ever.”
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