Nearly half of surveyed US office workers are preparing for alternative career options while remaining in their current jobs, highlighting an opportunity for HR teams to rethink employee development and internal mobility.
A survey of 2,000 US office workers commissioned by TripleTen and conducted by Talker Research found that 48% were career cushioning, developing skills or exploring alternative career paths while still employed. Among those workers, 77% said they had already started preparing for a backup career.
The findings suggest that career development is not only about progressing in an employee’s current role. For some workers, it is also about building options in case their interests, circumstances, or employment opportunities change.
Why Are Employees Preparing for Alternative Careers?
The survey points to several motivations behind career cushioning. Respondents said they would consider a backup career if it allowed them to pursue work they genuinely enjoyed (29%), achieve a better lifestyle at equivalent pay (29%), or respond to losing their current job (29%).
However, preparing for alternatives does not necessarily mean employees are about to resign. The research found that 91% of respondents had remained in their current role for the previous two years, while 54% believed their jobs faced little or no risk over the next two years.
At the same time, many employees have experienced changes in their responsibilities. Among those who stayed in their roles, 46% said their jobs had changed considerably. Reported changes included learning new technologies, responding to economic shifts, taking on colleagues’ workloads, and navigating layoffs.
This suggests that some employees may be developing additional skills to adapt to changing workplace demands while keeping future career options open.
How Are Workers Building New Skills?
Self-directed learning is an important part of this trend. According to the survey, 79% of respondents had learned skills they did not previously possess.
Reported learning activities included:
- Using AI chatbots for everyday tasks (34%)
- Using AI features built into existing software (33%)
- Keeping up with evolving technology terminology (30%)
Among employees who had upskilled, 44% reported greater confidence and 36% felt more secure in their roles. Another 30% said they had gone on to teach colleagues the skills they had learned.
Employer-provided training was the most commonly reported learning method (47%), followed by online courses (32%), free tutorials (30%), AI chatbot tutoring (27%), and peer learning (21%). Respondents could select multiple methods.
Would Managers Rather Retrain Than Recruit?
The research also points to potential support for internal development. Among respondents who held management roles, 82% said they would rather retrain existing employees than hire externally. A further 87% said their organisations would help fund retraining for a new internal role; among that group, 52% said their employer would cover the full cost.
Although these responses reflect managers’ reported views rather than verified company-wide policies, they highlight an opportunity for organisations to connect employees’ desire to learn with internal career opportunities.
When employees cannot see a path to develop or progress within their organisation, they may look elsewhere to apply their growing capabilities. Clearer career pathways, accessible training, and opportunities to move between roles can help employers make better use of skills they already have.
These findings suggest that employees are using a combination of formal workplace training and independent learning to prepare for changing career demands.
What Should HR Teams Do About Career Cushioning?
Career cushioning does not automatically indicate disengagement or an intention to leave. Employees may simply want greater security, more fulfilling work, or the ability to adapt to future changes.
HR teams can respond by:
- Making internal career paths visible: Help employees understand how they can move into different roles or progress within the organisation.
- Connecting learning to career opportunities: Link training and skills development to realistic internal opportunities rather than treating courses as standalone activities.
- Encouraging regular career conversations: Ask employees which skills they want to develop, what work interests them, and where they see their careers heading.
- Recognising skills gained outside formal training: Consider capabilities developed through online learning, peer support, and independent practice.
- Measuring development outcomes: Track whether learning leads to stronger capabilities, internal mobility, and improved performance.
Turning Employee Learning Into a Workforce Advantage
The TripleTen survey suggests that many US office workers are taking responsibility for their future employability, even while remaining in their current jobs.
For HR leaders, the opportunity is to connect that motivation with the organisation’s own workforce needs. When employees can develop useful skills and see credible opportunities to apply them internally, employers may be better positioned to retain talent and build capabilities for changing business demands.
Source: TripleTen-commissioned research conducted by Talker Research among 2,000 US office workers in 2026.
