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‘Yikes’: Top investment bank looks under the hood of the economy and finds ‘the labor market doesn’t look that good’

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A leading investment bank has delivered an arresting diagnosis of the U.S. economy: the labor market, long a pillar of resilience, may be in real trouble. In their latest economic outlook, UBS economists led by Jonathan Pingle painted a picture of mounting weakness that extends well beyond headline job numbers, warning of a growing risk to households and the broader recovery.

The latest “US Economics Weekly” note from the Swiss investment bank came with bated breath ahead of the impending end of the federal government shutdown. Economists and market-watchers have been deprived of federal economic data for over 40 days, something that former Bureau of Labor Statistics commissioner Erica Groshen likened to “flying blind” in late October. If the government does reopen, Pingle’s team said it expects jobs data for September to be released next week, and potentially the October inflation report, the Consumer Price Index.

Economists need that data now more than ever. For much of the year, top economists, including Fed Chair Jerome Powell, have said we’re in a “low hire, low fire” jobs market. For much of the year, employers were laconic in hiring, and seemed afraid to fire their workers; perhaps still wounded from the pandemic-era “Great Resignation.” UBS isn’t alone on Wall Street in worrying that, maybe the “low-fire” part of the equation isn’t quite true anymore.

Now, “there are plenty of available workers that, on the whole, businesses probably don’t feel the need to hold on to workers for longer than necessary,” Veronica Clark, a Citigroup Inc. economist, told Bloomberg.

Meanwhile, Dan North, senior economist at Allianz Trade Americas, also told Bloomberg that “you’ve got a substantial number of well-established companies making pretty big head cuts.”

People are getting laid off and not hired again

Firing is running higher than advertised, UBS argued, citing the fact that “unemployment insurance claims, layoff announcements and WARN notices have all been running ahead of the pre-pandemic pace. Even the lagged Business Employment Dynamics data, the gold standard of data on job creation and job destruction dynamics has been showing the pace of job loss at or above the pre-pandemic pace through the latest data.”

Indeed, cuts have accelerated sharply. October saw 157,000 layoffs announced by corporations, per industry standard Challenger, Gray & Christmas, the highest monthly total since July 2020. Technology and warehousing were hit especially hard, with cuts also linked to automation and artificial intelligence.​

The year-to-date tally? A startling 760,000 seasonally adjusted cuts through October, far outpacing the same period in 2024 and running higher than any year since 2009 — the aftermath of the Great Financial Crisis. Major companies are taking action: Amazon cut 14,000 corporate roles, UPS has slashed 48,000 jobs over the past year, and Target eliminated nearly 2,000 staff in a single sweep.​

‘Bathtub’ risk and weak hiring

Workers are getting thrown into a growing pool of others not finding jobs. UBS likens the job market to a bathtub: with outflows (layoffs) steady and inflows (hiring) slowing, the water level (total jobs) is bound to fall. The hiring rate, as measured by multiple business surveys, has dropped to levels historically seen only in recessions. Excluding healthcare and social assistance, which have been relatively steady, private-sector payrolls have been declining by an average of 36,000 jobs per month.

Since the start of the year, household employment as measured by the main government survey has been falling by about 72,000 jobs per month through August. Such a pace is “well below” the rate required to keep up with population growth, let alone maintain a stable unemployment rate, which has now crept up to a post-2021 high. Labor force participation has slipped, and more than 800,000 people have left the labor force but say they still want a job.​

Economists note the broadest measure of underemployment, known as U-6, has jumped by 0.6 percentage points since January to 8.1%. That’s now 1.3 percentage points higher than at the end of 2019. Notably, the rise isn’t just about people out of work: more Americans are working part-time for economic reasons, another classic sign of slackening demand. “That is exactly the opposite of what should happen under a negative labor supply shock stemming from immigration,” UBS wrote, referring to the Trump administration’s argument that immigration restrictions would tighten the labor market.

Job openings continue to decline: as of the end of October, Indeed.com reported that postings had sunk to their lowest level since 2021, with almost every sector seeing year-over-year drops. Meanwhile, the weekly average of initial unemployment claims is running above 2023’s level and continuing claims are nearing a post-pandemic high.​

And even the openings that appear active, Pingle argued, may not be tied to real hiring efforts.

The hiring rate “consistent with recession” has been a gap “so large that seemingly many of the openings probably are not seeing much effort to be filled,” according to Pingle. “We can also look at the 14 million people not working but who want a job or are searching for one, or the 2 million collecting unemployment benefits. Given that abundance, it would seem that at least some of the openings do not appear anxious to be filled.”

Holiday hiring and sentiment plunge

Not only are workers losing jobs, but the market for new opportunities is shrinking as well. Seasonal hiring plans for the holidays are running well below pre-pandemic norms. Challenger, Gray & Christmas reports a combined September/October total of just 400,000 announced holiday roles — sharply lower than the 625,000 average for the 2014–19 period and even below recent years. Key retailers like Target aren’t even disclosing numbers, and the National Retail Federation suggests seasonal jobs could be down 40% from a year ago.​

This chill is hitting consumer and business sentiment. The University of Michigan’s consumer confidence reading dropped to 50.3 in November, barely above the all-time low set in 2022. Fewer households report jobs are plentiful, and the share expecting unemployment to rise over the next year has soared to levels not seen since the recession-scarred 1980s. Among small businesses, optimism is “struggling to gain traction” amid inflation fears and continued labor market turmoil.​

The Fed weighs its options

Federal Reserve officials are increasingly divided, with some policymakers warning that the risk to jobs now rivals concerns about inflation. While some see an argument for interest rate cuts to buffer the labor market, others worry inflation isn’t yet tamed. One Fed governor admitted she worries because “the labor market can deteriorate very quickly,” calling for caution and flexibility as each new set of economic data is released.​

The investment bank’s conclusion? If layoffs keep pace and hiring continues to slow, the labor market is headed for “more obvious contraction.” And that, they warn, could soon filter down to undermine household confidence, consumer spending — and the entire recovery. “If a bathtub is draining faster and faster while the faucet isn’t changed, eventually the water level is going to start to drop. That is a material risk to the outlook.”



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Why the timing was right for Salesforce’s $8 billion acquisition of Informatica — and for the opportunities ahead

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The must-haves for building a market-leading business include vision, talent, culture, product innovation and customer focus. But what’s the secret to success with a merger or acquisition? 

I was asked about this in the wake of Salesforce’s recently completed $8 billion acquisition of Informatica. In part, I believe that people are paying attention because deal-making is up in 2025. M&A volume reached $2.2 trillion in the first half of the year, a 27% increase compared to a year ago, according to JP Morgan. Notably, 72% of that volume involved deals greater than $1 billion. 

There will be thousands of mergers and acquisitions in the United States this year across industries and involving companies of all sizes. It’s not unusual for startups to position themselves to be snapped up. But Informatica, founded in 1993, didn’t fit that mold. We have been building, delivering, supporting and partnering for many years. Much of the value we bring to Salesforce and its customers is our long-earned experience and expertise in enterprise data management. 

Although, in other respects, a “legacy” software company like ours — founded well before cloud computing was mainstream — and early-stage startups aren’t so different. We all must move fast and differentiate. And established vendors and growth-oriented startups have a few things in common when it comes to M&A, as well. 

First and foremost is a need to ensure that the strategies of the two companies involved are in alignment. That seems obvious, but it’s easier said than done. Are their tech stacks based on open protocols and standards? Are they cloud-native by design? And, now more than ever, are they both AI-powered and AI-enabling? All of these came together in the case of Salesforce and Informatica, including our shared belief in agentic AI as the next major breakthrough in business technology.

Don’t take your foot off the gas

In the days after the acquisition was completed, I was asked during a media interview if good luck was a factor in bringing together these two tech industry stalwarts. Replace good luck with good timing, and the answer is a resounding, “Yes!”

As more businesses pursue the productivity and other benefits of agentic AI, they require high-quality data to be successful. These are two areas where Salesforce and Informatica excel, respectively. And the agentic AI opportunity — estimated to grow to $155 billion by 2030 — is here and now. So the timing of the acquisition was perfect. 

Tremendous effort goes into keeping an organization on track, leading up to an acquisition and then seeing it through to a smooth and successful completion. In the few months between the announcement of Salesforce’s intent to acquire Informatica and the close, we announced new partnerships and customer engagements and a fall product release that included autonomous AI agents, MCP servers and more. 

In other words, there’s no easing into the new future. We must maintain the pace of business because the competitive environment and our customers require it. That’s true whether you’re a small, venture-funded organization or, like us, an established firm with thousands of employees and customers. Going forward we plan to keep doing what we do best: help organizations connect, manage and unify their AI data. 

Out with the old, in with the new

It’s wrong to think of an acquisition as an end game. It’s a new chapter. 

Business leaders and employees in many organizations have demonstrated time and again that they are quite good at adapting to an ever-changing competitive landscape. A few years ago, we undertook a company-wide shift from on-premises software to cloud-first. There was short-term disruption but long-term advantage. It’s important to develop an organizational mindset that thrives on change and transformation, so when the time comes, you’re ready for these big steps. 

So, even as we take pride in all that we accomplished to get to this point, we now begin to take on a fresh identity as part of a larger whole. It’s an opportunity to engage new colleagues and flourish professionally. And importantly, customers will be the beneficiaries of these new collaborations and synergies. On the day Informatica was welcomed into the Salesforce family and ecosystem, I shared my feeling that “the best is yet to come.” That’s my North Star and one I recommend to every business leader forging ahead into an M&A evolution — because the truest measure of success ultimately will be what we accomplish next.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.



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The ‘Great Housing Reset’ is coming: Income growth will outpace home-price growth in 2026

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Homebuyers may experience a reprieve in 2026 as price normalization and an increase in home sales over the next year will take some pressure off the market—but don’t expect homebuying to be affordable in the short run for Gen Z and young families.

The “Great Housing Reset” will start next year, with income growth outpacing home-price growth for a prolonged period for the first time since the Great Recession era, according to a Redfin report released this week. 

The residential real estate brokerage sees mortgage rates in the low-6% range, down from down from the 2025 average of 6.6%; a median home sales price increase of just 1%, down from 2% this year; and monthly housing payments growth that will lag behind wage growth, which will remain steady at 4%.

These trends toward increased affordability will likely bring back some house hunters to the market, but many Gen Zers and young families will opt for nontraditional living situations, according to the report. 

More adult children will be living with their parents, as households continue to shift further away from a nuclear family structure, Redfin predicted.

“Picture a garage that’s converted into a second primary suite for adult children moving back in with their parents,” the report’s authors wrote. “Redfin agents in places like Los Angeles and Nashville say more homeowners are planning to tailor their homes to share with extended family.”

Gen Z and millennial homeownership rates plateaued last year, with no improvement expected. Just over one-quarter of Gen Zers owned their home in 2024, while the rate for millennial owners was 54.9% in the same year.

Meanwhile, about 6% of Americans who struggled to afford housing as of mid-2025 moved back in with their parents, while another 6% moved in with roommates. Both trends are expected to increase in 2026, according to the report.

Obstacles to home affordability 

Despite factors that could increase affordability for prospective homebuyers, C. Scott Schwefel, a real estate attorney at Shipman, Shaiken & Schwefel, LLC, told Fortune that income growth and home-price growth are just a few keys to sustainable homeownership. 

An improved income-to-price ratio is welcome, but unless tax bills stabilize, many households may not experience a net relief, Schwefel said.

“Prospective buyers need to recognize that affordability is not just price versus income…it’s price, mortgage rate and the annual bill for living in a place—and that bill includes property taxes,” he added.

In November, voters—especially young ones—showed lowering housing costs is their priority, the report said. But they also face high sale prices and mortgage rates, inflated insurance premiums, and potential utility costs hikes due to a data center construction boom that’s driving up energy bills. The report’s authors expect there to be a bipartisan push to help remedy the housing affordability crisis.

Still, an affordable housing market for first-time home buyers and young families still may be far away.

“The U.S. housing market should be considered moving from frozen to thawing,” Sergio Altomare, CEO of Hearthfire Holdings, a real estate private equity and development company, told Fortune

“Prices aren’t surging, but they’re no longer falling,” he added. “We are beginning to unlock some activity that’s been trapped for a couple of years.”



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Nvidia’s CEO says AI adoption will be gradual, but we still may all end up making robot clothing

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Nvidia CEO Jensen Huang doesn’t foresee a sudden spike of AI-related layoffs, but that doesn’t mean the technology won’t drastically change the job market—or even create new roles like robot tailors.

The jobs that will be the most resistant to AI’s creeping effect will be those that consist of more than just routine tasks, Huang said during an interview with podcast host Joe Rogan this week. 

“If your job is just to chop vegetables, Cuisinart’s gonna replace you,” Huang said.

On the other hand, some jobs, such as radiologists, may be safe because their role isn’t just about taking scans, but rather interpreting those images to diagnose people.

“The image studying is simply a task in service of diagnosing the disease,” he said.

Huang allowed that some jobs will indeed go away, although he stopped short of using the drastic language from others like Geoffrey Hinton a.k.a. “the Godfather of AI” and Anthropic CEO Dario Amodei, both of whom have previously predicted massive unemployment thanks to the improvement of AI tools.

Yet, the potential, AI-dominated job market Huang imagines may also add some new jobs, he theorized. This includes the possibility that there will be a newfound demand for technicians to help build and maintain future AI assistants, Huang said, but also other industries that are harder to imagine.

“You’re gonna have robot apparel, so a whole industry of—isn’t that right? Because I want my robot to look different than your robot,” Huang said. “So you’re gonna have a whole apparel industry for robots.”

The idea of AI-powered robots dominating jobs once held by humans may sound like science fiction, and yet some of the world’s most important tech companies are already trying to make it a reality. 

Tesla CEO Elon Musk has made the company’s Optimus robot a central tenet of its future business strategy. Just last month, Musk predicted money will no longer exist in the future and work will be optional within the next 10 to 20 years thanks to a fully fledged robotic workforce. 

AI is also advancing so rapidly that it already has the potential to replace millions of jobs. AI can adequately complete work equating to about 12% of U.S. jobs, according to a Massachusetts Institute of Technology (MIT) report from last month. This represents about 151 million workers representing more than $1 trillion in pay, which is on the hook thanks to potential AI disruption, according to the study.

Even Huang’s potentially new job of AI robot clothesmaker may not last. When asked by Rogan whether robots could eventually make apparel for other robots, Huang replied: “Eventually. And then there’ll be something else.”



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