Change is a constant in today’s business world. Whether it’s a restructuring, a merger, adopting new technology, or shifting market conditions, organizations are evolving rapidly – and employees are feeling it. In fact, surveys show that about 78% of employees expect constant change in their workplace, underscoring how frequent transitions have become. But with constant change comes uncertainty. Uncertainty often breeds anxiety; roughly 40% of employees report feeling anxious about organizational changes, making anxiety the most common reaction during workplace transitions. If poorly managed, these emotions can erode morale and cause even the most loyal team members to disengage. The human side of change – the emotions, concerns, and day-to-day experiences of employees – can determine whether a transition succeeds or fails. Leaders who recognize this and prioritize engagement can turn a potentially tumultuous transition into an opportunity for growth and resilience. On the other hand, ignoring employees’ needs during change can lead to frustration, rumors, and even increased turnover.
Keeping employees engaged during transitions isn’t just a “nice to have” – it is essential for maintaining productivity and retaining talent when everything else is in flux. Even in stable times, engagement levels can be low (only 31% of U.S. employees were engaged at work in 2024, a decade-low level), so during periods of upheaval it takes deliberate effort to sustain or improve engagement. This article explores why employee engagement is critical during organizational change and outlines practical strategies to keep morale high and teams motivated when navigating transitions.
Engaged employees are the backbone of any successful change initiative. When employees are engaged – meaning they feel valued, informed, and committed – they are far more likely to embrace new initiatives rather than resist them. During transitions, an engaged workforce will adapt more quickly, maintain productivity, and even help drive the change forward. In contrast, disengaged employees can become cynical or resistant, undermining the change effort. Research has long shown the stakes: roughly 70% of major organizational change initiatives fail, and a leading cause is employee resistance or lack of management support for people through the process. In other words, if the human factor is neglected, even the best-laid strategic plans can falter.
On the positive side, prioritizing engagement markedly improves the chances of success. One study by McKinsey & Company found that organizations with highly engaged employees achieve 30% better outcomes in their change efforts. Similarly, change management best-practice research shows that employee engagement is among the top three contributors to successful change outcomes. When people feel informed and involved, they are less likely to fear the unknown and more likely to devote energy to making the transition work. High engagement also correlates with lower turnover – employees are much more inclined to stay with the organization during upheaval if they feel connected to the mission and confident in the future. (In fact, the intent to stay with an organization increases by nearly 46% when employees are actively engaged in a major change initiative.) In sum, engaged employees provide the ideas, effort, and advocacy that drive transformations, while disengaged employees may inadvertently (or deliberately) sabotage progress. This is why managing the “people side” of change is just as critical as managing the technical or operational side.
Leaders and HR professionals should make engagement a central focus of any change management plan. By doing so, they mitigate risks like morale drops, productivity losses, and talent drains. The next sections outline key strategies to keep employees engaged and motivated during transitions, ensuring that the human element becomes a driving force for successful change rather than an obstacle.
Effective communication is the cornerstone of engagement during change. Employees thrive on knowing what is changing and, more importantly, why. When people are kept in the dark, uncertainty fills the void – and with uncertainty comes fear, rumors, and disengagement. A consistent finding is that nearly 3 in 10 employees feel organizational changes are not communicated clearly, leading to confusion and anxiety about the future. To prevent this, leadership must deliberately foster a culture of transparency from day one of any transition.
Share information early and regularly: As soon as changes are approved or on the horizon, provide employees with regular updates. Explain the rationale behind the change (“We are adopting a new software to improve customer service,” or “We’re restructuring to better align with our strategy”). When employees understand the reasons, it builds trust and reduces speculation. Importantly, maintain a consistent message across all levels of management – conflicting messages from different managers can breed mistrust. By communicating often (through emails, team meetings, town halls, etc.), you reassure staff that they won’t be blindsided by developments.
Be honest about challenges: Transparent communication isn’t just about sharing good news – it’s also about acknowledging difficulties. If a project is delayed or a new process isn’t working perfectly, honest communication from leaders shows integrity and keeps rumors at bay. Employees are more likely to stay engaged when they feel leadership is truthful and accountable.
Encourage two-way dialogue: Communication during change should not be a one-way top-down broadcast. Provide channels for employees to ask questions and voice concerns – whether via Q&A sessions, feedback forms, or an open-door policy with managers. When people can air their worries and get answers, it alleviates anxiety and makes them partners in the process rather than passive observers. In fact, organizations that enabled open and frequent communication during change have seen significant benefits – one analysis found that when companies prioritized clear, open communication, employees’ feelings of anger about the change dropped from 24% to just 5%, and anxiety levels dropped dramatically as well. Simply put, informed employees are calmer and more trusting.
Real-world example: During a major cultural transformation at Unilever, leadership held regular town hall meetings and update sessions throughout the process. They shared progress, addressed questions, and reiterated the vision behind the changes. The result was tangible – Unilever reportedly saw a 25% increase in employee satisfaction and a 30% reduction in resistance to the change after implementing these transparent communication practices. This example illustrates how keeping people in the loop can turn a potentially fearful atmosphere into one of shared purpose.
In summary, “communicate, communicate, communicate” is a mantra for preserving engagement. Even if the news is not fully formed or there are uncertainties, it is far better to say “Here’s what we know and what we don’t know yet” than to say nothing. Consistent, transparent communication builds trust – and trust is the foundation of engagement during uncertain times.
Nobody likes to feel like change is just happening to them. Engagement soars when employees feel they are active participants in a transition rather than helpless bystanders. That’s why involving employees in the change process – through consultation, input opportunities, or direct participation in implementation – is so powerful. It gives people ownership. They feel respected and heard, which in turn boosts their commitment to making the change succeed.
Unfortunately, many organizations fall short in this area. There is often a perception gap: 74% of leaders believe they are including employees in shaping change strategies, but only 42% of employees feel they actually have a voice in those decisions. This gap suggests that leaders might think they’re engaging staff, but the average employee still feels unheard. Closing this gap is critical. When employees are not involved, they are more likely to resist or become disengaged because they don’t understand the change or feel powerless to influence it. On the other hand, when employees are truly involved – asked for their ideas, invited to planning sessions, or included in pilot groups – their buy-in increases and resistance drops. In practice, including employees in planning and decision-making increases the likelihood they will embrace and adopt the change. People support what they help create.
Practical ways to involve staff: Depending on the scale of change, you can involve employees by forming cross-functional advisory committees, holding brainstorming workshops, or simply soliciting feedback at key milestones. For example, before rolling out a new software system company-wide, gather a group of end users (employees from various departments) to test it, provide feedback, and suggest improvements. Not only will the end result be more user-friendly, but those employees will act as change champions among their peers because they had a hand in the outcome. Even on smaller changes, managers can involve their teams by asking, “How do you think we can best implement this change in our workflow?” or “What challenges do you anticipate, and how might we address them?” These conversations make employees feel valued and heard.
Empowerment reduces resistance: When employees have a degree of influence, they are far less likely to push back. Imagine a merger where management pairs up employees from both merging companies to contribute ideas on blending processes or cultures. If employees see their input reflected in the final plan, they’ll be more positive about executing it. Research supports this – employees in participatory change environments are more willing to go above and beyond, and change adoption is faster and smoother. In contrast, if people feel decisions are made entirely behind closed doors, skepticism and rumor mills thrive.
Real-world example: Global tech company IBM provides a case in point for involvement. During IBM’s transition to a cloud-first strategy, leadership didn’t dictate the plan top-down. Instead, they involved employees from various departments early on – through workshops, feedback sessions, and pilot projects – to help shape the strategy. By engaging employees in designing the change, IBM reaped a huge benefit: they saw roughly a 20% increase in employee buy-in for the transformation and a notable improvement in the speed of implementation as teams felt ownership of the outcome. This demonstrates that when people contribute to crafting the solution, they’re more invested in seeing it work.
Involving employees does not mean every decision becomes democratic or that change will be easy. But it does mean employees understand the change at a deeper level and see their fingerprints on it. Even small degrees of involvement – like asking for feedback on a new policy draft – can foster goodwill. Leaders should embrace the mindset that employees are partners in change, not just subjects of change. When employees at all levels become participants in the journey, engagement naturally grows.
Change can be destabilizing. By definition, something familiar is ending and something new is beginning. During such times, one of the best ways to keep employees engaged is to provide stability wherever possible and robust support to help them through the transition. If employees feel that their whole world is upended, they’re likely to panic or disengage. But if they see that some important things remain constant – and that the organization is firmly supporting them in areas that are changing – they will feel more secure and motivated to adapt.
Reinforce what isn’t changing: First, clarify the aspects of the company or team that will stay the same despite the change. This might be the company’s core values, the overall mission, or simply people’s day-to-day roles in the short term. For example, if a department is being restructured, reassure the team that certain key projects or commitments will continue uninterrupted, or that their primary goals remain intact. Reminding employees of continuity (“Our customer-first philosophy won’t change,” or “You will continue to have the same manager and team structure through this transition”) gives them an anchor of stability. It’s easier to accept what is changing when you know there are things you can count on to stay the same.
Provide resources and training: One major reason employees disengage during change is that they feel unprepared for new ways of working. Providing practical support can counter this. If new technology or processes are being introduced, offer training sessions, how-to guides, or one-on-one coaching so employees can build confidence with the new tools. If roles are shifting, provide clear job descriptions and training for any new responsibilities. This kind of support shows employees that the organization is investing in their success, not leaving them to “sink or swim.” It also directly reduces fear of incompetence or failure, which is a huge stressor in times of change. When people feel capable of handling the new situation, their anxiety goes down and their engagement goes up.
Mind the pace of change: Sometimes disengagement isn’t about a single change, but about the cumulative effect of many changes – often referred to as change fatigue. Workers can only absorb so much change before becoming overwhelmed. A 2022 survey found that 71% of employees felt overwhelmed by the amount of change happening at work, which is a startling figure but perhaps not surprising in an era of continuous transformation. To keep employees engaged, leaders should be mindful not to overload their teams with too many changes at once. Prioritize initiatives and, when possible, stagger rollouts so people have time to adjust. Also, consider providing “breathers” – if your organization has gone through several big changes back-to-back, it may be wise to stabilize for a period before launching the next major initiative. Supporting employees sometimes means protecting them from change overload.
Address the human needs: Support during transitions also means attending to employees’ personal and emotional well-being. Change can trigger concerns about job security (“Will I still have a job next month?”), so where possible, address these concerns openly. If layoffs are not part of the change, explicitly say so to alleviate fears. If jobs will change, highlight any career development or growth opportunities that the change brings (for instance, learning new skills or chances for promotion in a new structure). Additionally, provide outlets for stress management – whether through an Employee Assistance Program, workshops on managing change, or simply encouraging managers to check in on how people are feeling. Small gestures, like acknowledging that “this transition is challenging, and we appreciate everyone’s efforts,” can go a long way to help employees feel seen and supported. Some companies maintain engagement during tough transitions by offering flexible work arrangements or extra days off to help employees balance new demands – reinforcing that employee well-being remains a priority.
The goal is to make employees feel that, even amid change, the organization “has their back.” When people feel supported and secure, they are far more likely to stay engaged and even upbeat. They’ll focus on the opportunities that change brings (new roles, new skills, better outcomes) rather than just the threats. Ultimately, providing stability and support creates a safety net: employees know that while the road may be bumpy, they won’t be left to navigate it alone or lose everything that matters to them. That sense of security breeds the resilience and confidence needed to embrace change.
During times of transition, employees look to their leaders and managers more than ever. A capable, empathetic leader can be the difference between a team that rallies through change and one that falls apart. Investing in leadership development and equipping managers to guide their teams is therefore a vital engagement strategy. If leaders handle change poorly – for example, by communicating ineffectively or appearing uncertain and frazzled – employees will mirror those behaviors or disengage out of frustration. Conversely, strong leadership creates an atmosphere of trust and stability that keeps employees engaged even when challenges arise.
Train leaders in change management: It cannot be assumed that managers inherently know how to lead through change. Change management is a skill set that includes communication, emotional intelligence, project planning, and coaching. Providing training for leaders on how to manage change can pay huge dividends. Unfortunately, many organizations neglect this – surveys have found that only about 27% of employees agree that their leadership is adequately trained to navigate change. This suggests a majority of leaders may be “winging it” when managing transitions. Formal workshops or coaching for managers can cover topics like how to communicate a vision for change, how to handle resistance or pushback from employees, and how to maintain team cohesion under new circumstances. When leaders are well-prepared, their teams feel more secure.
Lead by example and with empathy: Employees take cues from leadership behavior. Leaders who stay calm, positive, and adaptable set a tone that others will follow. It’s important for leaders to embody the changes they’re asking of their teams – for instance, if a company is implementing a new collaborative software, managers should be early adopters and enthusiastic users of it, signaling that they too are embracing the new way. Just as critical is empathy: leaders need to be attuned to what their employees are going through. Change can be scary, and if a manager is only focused on tasks and timelines and ignores the emotional side, employees may feel alienated. A simple practice is for managers to regularly ask their team, “How is everyone feeling about these changes? Any concerns?” and genuinely listen. Showing empathy builds trust. It also helps leaders proactively address issues (perhaps someone is struggling with new responsibilities, or worried about their job – concerns that can be managed if brought to light). Notably, around 74% of employees believe that leaders need to do more to understand why employees resist change. This is a call to action for leaders to spend time understanding employee perspectives. By doing so, they can preempt a lot of disengagement – employees who feel understood are far less likely to silently withdraw or resist.
Middle managers as change champions: Senior leaders often announce changes, but it’s the line managers and middle managers who translate those changes to the frontline teams. Organizations should empower these managers to be champions of change. Encourage managers to share ideas upwards from their teams, so communication isn’t just top-down but also bottom-up (this ties back to involving employees). Recognize and reward managers who excel at guiding their people through transitions – their success in keeping the team engaged should be celebrated as a model. Also, ensure managers have the tools they need (talking points, resources to answer questions, authority to make small adjustments for their team’s benefit). When managers feel supported by upper leadership, they can, in turn, better support their employees.
Build a culture of leadership visibility: In turbulent times, visible leadership can provide reassurance. Leaders should be present and communicative – whether that means hosting weekly update meetings or simply walking the floor to chat with employees. Visibility and approachability go a long way. A distant or hidden leader can breed rumors (“Where is our CEO? Are they afraid to face us?”), whereas a present leader signals confidence and openness.
Investing in leadership also means holding leaders accountable for engagement metrics. If a department’s engagement drops during a change, dig into how that department’s change was managed and what the leader could do differently. By contrast, if another team’s engagement stays high, share those best practices across the organization. Over time, organizations benefit by developing managers who not only manage tasks but also manage morale. Given that employees often quit bosses, not companies, having empathetic and competent leaders during changes will directly impact retention. Thus, spending time and resources to develop leadership capabilities for change management is an investment in your people’s continued engagement.
Keeping employees engaged during change is not a one-and-done effort – it requires ongoing attention and adjustment. How do you know if your engagement strategies are working? By measuring and soliciting feedback continuously throughout the transition. And just as important, by acting on that feedback. Organizations that treat employee engagement data seriously – listening to what employees say and then responding – tend to navigate change more successfully, because they catch problems early and demonstrate that employee voices matter.
Take the pulse regularly: Use tools like employee engagement surveys or short “pulse checks” at key intervals (for example, a quick five-question survey after the first month of a new system rollout, or midway through a reorganization). These surveys can gauge morale, understanding of the change, and any persisting concerns. Simply measuring engagement can have a positive effect: it shows employees that leadership cares about their experience. However, measurement alone is not enough; it must be paired with real action.
Analyze and respond to feedback: When you receive feedback, communicate the results transparently. Share themes of what employees said (e.g., “60% of you are still unsure about how the new structure affects career progression; we hear you.”). Then, critically, outline what the organization will do about it (“We will host a workshop on career paths in the new structure,” or “We are adjusting the workflow based on your input to reduce confusion.”). This closing of the feedback loop is powerful – it proves to employees that their input leads to change, reinforcing their willingness to speak up and stay engaged. By contrast, if employees take the time to provide feedback and hear nothing back, they may conclude it’s pointless to share their thoughts, which hurts engagement long-term.
Monitor engagement indicators: In addition to surveys, managers should keep an eye on other signs of engagement or disengagement. Are employees still participating in meetings and offering ideas, or have they grown quiet and withdrawn? Is productivity holding steady or slipping? Are more people taking sick days (which can be a sign of stress)? These can be qualitative warning signs that engagement is waning and more support or communication is needed. By catching a drop in engagement early – perhaps one team is struggling with training or there’s a misunderstanding causing frustration – leaders can intervene with targeted solutions before morale plummets.
Recognize and celebrate progress: Part of keeping engagement high is to acknowledge wins and express appreciation for employees’ efforts. When milestones in the change are reached (even small ones), celebrate them. Thank the teams for adapting, and highlight any positive outcomes achieved so far. Recognition is a powerful motivator; it reminds employees that their hard work in coping with change is noticed and valued. For example, if a department successfully transitions to a new software system, give them a shout-out in the next company meeting or newsletter. This not only boosts the recognized team’s morale but also shows others that adapting to change has its rewards.
The payoff of acting on feedback: Organizations that adapt their change journey based on employee input often see better results. Engagement tends to rebound when employees observe that leadership is responsive. Moreover, retention improves – employees stick around when they feel their opinions count and their workplace is willing to improve. As an illustration, during a large post-merger integration, one company regularly surveyed employees on the process and discovered many felt uncertain about their new roles. In response, leadership quickly rolled out detailed role descriptions and one-on-one career discussions. This not only cleared up confusion but also signaled to employees that the company was listening. Subsequently, voluntary turnover in that critical post-merger year was minimal, which the company attributed in part to its feedback-driven approach keeping employees committed. This aligns with broader findings that when employees are engaged and involved in change (and see their feedback acted upon), they are far more likely to stay – recall that earlier stat that intent to stay can jump significantly with active engagement.
In summary, think of measuring engagement and gathering feedback as having a “navigation system” during change. It tells you when you’re veering off course with your people, allowing you to correct your approach. It’s an ongoing dialogue: ask, listen, adjust, and then repeat. This continuous improvement not only ensures the change process stays on track but also strengthens employees’ trust that their leaders genuinely care. That trust, in turn, fuels sustained engagement well beyond the change itself.
Ultimately, no matter the industry or the specific nature of the transition, one principle holds true: successful change is human-centric. Processes, systems, and structures can always be redesigned, but it’s the people implementing and living through those changes who determine the outcome. By keeping employees engaged – through open communication, genuine involvement, steady support, strong leadership, and responsive feedback loops – organizations cultivate a resilient workforce that can weather any transition.
Change will always involve some uncertainty, but when employees feel valued and informed, they become partners in the journey rather than obstacles. Engaged employees bring energy, creativity, and commitment to a change effort, often finding solutions to problems and going the extra mile to ensure success. On the other hand, if the human side is neglected, even well-intentioned changes can stagnate due to low morale or active pushback. As the cases of companies like IBM and Unilever show, investing in the human side of change yields tangible benefits – higher buy-in, faster adoption, and a healthier organization post-transition.
For HR professionals and business leaders, the takeaway is clear: put people first, and the rest will follow. Technical plans and financial analyses are important, but so are town halls that address fears, training sessions that build confidence, and leaders who listen. By approaching change with empathy and clarity, you not only preserve engagement – you strengthen it. Transitions then become not just a test of endurance for your team, but an opportunity to build a more trusting, agile, and engaged culture. In the end, keeping employees engaged during transitions isn’t just about getting through a single change; it’s about building the organizational muscle to thrive through all the changes yet to come. When employees emerge from a transition feeling heard, appreciated, and part of something bigger, that’s when you know your change has truly succeeded – not just on paper, but in the hearts and minds of your people.
Engaged employees are more likely to embrace change, maintain productivity, and help drive successful transitions, reducing resistance and turnover.
By sharing information early and regularly, being honest about challenges, and encouraging two-way dialogue to build trust and reduce uncertainty.
Involving employees through feedback, participation in planning, pilot testing, and decision-making increases buy-in and reduces resistance.
Stability reassures employees, while support like training and clear communication helps them adapt confidently and reduces change fatigue.
Using surveys and feedback channels to gauge morale, then acting on results by addressing concerns fosters trust and continuous improvement.
