America's Workforce in Survival Mode

2025 marks the year of the “Eggshell Economy.” As economic uncertainty looms large—much like the fluctuating prices of eggs and other everyday essentials—employees find themselves walking on eggshells in the workplace as they navigate a professional environment that feels increasingly fragile.

From shifts in job satisfaction to the evolution of casual interactions around the watercooler, and even the nuances of social media etiquette, the latest data from BambooHR provides a comprehensive look at how employees are adapting to new workplace norms.

BambooHR surveyed over 1,500 full-time, salaried employees to provide a detailed look at how they’re feeling and what they’re doing to navigate a volatile workplace.

Before diving into the details, here are some key takeaways:

• 84% of employees reported having some satisfaction with their jobs in 2024, with work-life balance being the top reason for staying.
• 54% of employees did not apply for any jobs in 2024, defying expectations of a post-Great Resignation job-seeking surge.
• 52% of employees are more cautious about making jokes at work due to the current political climate.
• 55% of VP/C-suite executives are more cautious about their social media usage after witnessing coworkers face consequences for inappropriate posts.
• 73% of employees actively work to ensure their contributions are visible to their entire team.

In 2024, a remarkable 84% of employees reported having some satisfaction with their jobs, with work-life balance emerging as the top reason for staying put.

Financial security also plays a significant role in job satisfaction. Among those who are financially secure, 95% rated themselves as satisfied overall, compared to 86% with small/moderate savings and 73% of those struggling with no savings. This underscores the importance of financial stability in enhancing job satisfaction.

Despite the buzz around job mobility, 54% of employees didn’t apply for any jobs in 2024. This trend was particularly pronounced among Baby Boomers, with 76% not seeking new opportunities, compared to 67% of Gen Z who did apply to at least one job. This sentiment tracks, given that turnover rates have dropped to 2020 levels.

Among those who did apply, only 5% reported applying to more than 10 jobs, with a mere 9% of Gen Z applying to more than 10 jobs, and 32% of Gen Z applying to just one or two.

While it might seem like individual contributors (ICs) would apply to more jobs than those at higher levels, the opposite is in fact true—65% of ICs refrained from applying elsewhere, in contrast to 60% of those at the VP/C-suite level who did apply to at least one job in 2024.

Overall, even among employees who were unsatisfied, 31% reported never applying for jobs elsewhere.

Handling sensitive conversations at work with, well, sensitivity is more important than ever in an era where the US is deeply divided on a variety of topics, which can cause tensions and conflict in the workplace.

Over half of employees are more cautious about what they discuss at work. Millennials are, for the most part, the most likely to be comfortable talking about controversial topics. Half (52%) of employees admit the current political climate affects which topics they’re willing to discuss at work.

Additionally, 52% of employees are more cautious about making jokes of any kind and 51% admit they censor their views at work more than ever before. More men (55%) than women (48%) agreed with this statement.

While a third (34%) of employees cited political discussions as a cause of tension in the workplace in the past year, that wasn't the most contentious topic: 40% experienced tensions around work-life balance expectations, and 38% around communication styles.

Bosses are particularly hands-off when it comes to controversial topics:

• 28% report their bosses entirely avoid discussing pay disparities.
• 34% avoid religion.
• 31% avoid racism.
• 28% avoid politics.

There was also a notable difference in political discussions among remote vs. in-office employees, with only 26% of fully remote workers experiencing tension around political discussions in contrast to 38% of those fully in-office.

"It's a slippery slope,” said one HR professional in the survey. “Of course, you want employees to socialize and discuss things, but I always tell people some topics are better left not discussed due to the volatility of the subjects."

Social media interactions can significantly impact workplace dynamics—for better or worse. On the positive side, almost half (46%) of employees feel more connected by following coworkers on social media.

This sense of connection also extends to social media relationships between managers and their employees. A majority (76%) of managers follow their employees on social media, with 62% doing so exclusively on LinkedIn. In fact, only 10% of managers now refuse to "friend" employees on social media, a significant drop from 64% in 2017.

On the negative side, 24% of managers have had to address conflicts that originated online but spilled into the office. Employees are understandably cautious, with 39% stating they’ve become more cautious about their social media activity, and 55% of VP/C-suite executives report being more cautious about their social media usage after witnessing coworkers face consequences for inappropriate posts.

Monitoring and surveillance have also become more prevalent. Nearly 1 in 2 employees believe managers and HR are monitoring workplace chat tools (49%), and their belief is well-founded:

• 26% of managers monitor LinkedIn activity for signs of job hunting.
• 23% of HR professionals keep an eye on social media for workplace issue documentation.
• 41% of VP/C-suite employees monitor LinkedIn activity.
• 38% of VP/C-suite employees watch for signs of job hunting.

HR professionals also monitor social media for both fully in-office employees (47%) and hybrid or remote workers (32%). Additionally, 33% of HR managers report that HR team leaders request social media monitoring, and 28% say executive leadership does the same.

Workers are navigating the workplace in specific ways to prove they’re invaluable and avoid being laid off. The anxiety around job security is palpable, with 34% of employees agreeing that they’re more anxious about job security than ever in their career.

This heightened anxiety is driving many to adopt strategies that ensure their contributions are recognized and valued and secure their positions. A staggering 73% of employees are actively working to ensure their contributions are visible to their entire team.

This proactive approach is reflected in the 46% who make it a point to speak up in meetings. Additionally, another 46% maintain detailed project logs, a strategic move to safeguard their contributions and ensure they receive the credit they deserve.

Almost half of all employees (44%) find themselves making the extra effort to be available after hours, hoping to be perceived as committed workers. This trend is particularly pronounced among younger generations, with 54% of Gen Z and 52% of Millennials feeling the pressure to stay connected beyond the traditional workday.

Recognition remains a critical issue, especially for those climbing the corporate ladder. A striking 47% of VP/C-suite executives feel their accomplishments go unrecognized, compared to 38% of managers and 37% of ICs.

A significant 53% of employees also report creating “work barriers”—deliberately making their roles harder to hand off. This strategy is particularly prevalent among the "Hustle Generations," with 42% of Millennials, 39% of Gen Z, and 34% of Gen X maintaining exclusive control over key projects.

The big takeaway? Look at your employee sentiment as a whole and in the context of the world around us. There may be less resistance and disengagement from employees compared to the past several years, but that doesn't mean the underlying fear and anxiety that drove that resistance have vanished.

BambooHR conducted this research using an online survey prepared by Method Research and distributed by RepData among n=1,509 adults (age 18+) in the United States who are full-time salaried employees and currently work in a desk job position, including a subgroup of n=501 HR professionals who have a manager title or above. The sample was equally split between gender, with a spread of age groups, race groups, and geographies represented. Data was collected from March 4 to March 17, 2025.

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