cnbc.com
56% of U.S. Workers Seek New Jobs in 2025
A Resume Templates survey of 1,258 U.S. workers in October 2024 found that 56% are seeking new jobs in 2025 due to feeling undervalued (37%), burned out (37%), or underpaid (40%).
- What are the key factors driving the high percentage of U.S. workers seeking new jobs in 2025, and what are the immediate implications for employers?
- A Resume Templates survey reveals that 56% of U.S. workers are seeking new jobs in 2025, primarily due to feeling undervalued (37%), burned out (37%), or underpaid (40%). This highlights a significant labor market trend impacting employer retention strategies.
- How can employees effectively negotiate higher salaries within their current positions, considering the widespread dissatisfaction with pay and working conditions?
- The high percentage of workers seeking new jobs reflects broader dissatisfaction with compensation and work conditions. The survey of 1,258 U.S. workers indicates a need for employers to address issues of burnout, low pay, and employee valuation to retain talent.
- What long-term consequences might result from the current trends of employee dissatisfaction and job searching, and what proactive steps can be taken to mitigate potential negative impacts?
- This trend of employee dissatisfaction may lead to increased competition for skilled labor and upward pressure on wages in 2025. Proactive strategies by employers to improve compensation, address burnout, and enhance employee recognition will be crucial for retaining staff.
Cognitive Concepts
Framing Bias
The article frames the issue around individual actions (salary negotiation) rather than addressing systemic issues contributing to widespread worker dissatisfaction, such as stagnant wages or unfair compensation practices. The headline and introduction focus on the individual's approach to salary increase, downplaying larger economic or societal factors.
Language Bias
The language used is largely neutral, but phrases like "pay bump" and "desperate for an answer" carry slightly positive and negative connotations, respectively. More neutral alternatives could be used, such as 'salary increase' and 'seeking a timely resolution'.
Bias by Omission
The article focuses heavily on salary negotiation advice but omits discussion of other potential reasons for job dissatisfaction, such as work-life balance, company culture, or lack of growth opportunities. This omission might limit the reader's understanding of the broader context of why workers are seeking new jobs.
False Dichotomy
The article presents a false dichotomy by implying that the only solution to dissatisfaction is either a pay raise or leaving the job. It doesn't explore alternative solutions like internal promotions or improved work conditions.
Gender Bias
The article uses Alison Fragale, a professor of organizational psychology, as the primary source for advice. While her expertise is relevant, relying solely on one female expert might inadvertently reinforce gender stereotypes about women's roles in career advice.
Sustainable Development Goals
The article discusses salary negotiation and highlights the desire of many US workers for better compensation. Addressing low pay and worker burnout directly contributes to decent work and economic growth by improving worker well-being and potentially stimulating economic activity through increased spending power.