Workplace change can be unsettling. Whether it’s a company restructure, leadership transition or the introduction of new technology, change can create uncertainty and stress for employees. How an organisation manages this transition has a direct impact on morale, engagement and productivity — it also says an awful lot about a company’s culture.
Without the right support, employees may struggle to adapt, leading to resistance, frustration or active disengagement. But when organisations take a thoughtful, considered approach — one that prioritises communication, empathy and involvement — workplace change becomes an opportunity for growth rather than a source of anxiety.
It’s an area that a lot of companies struggle with and if we’re honest, it’s never easy. So let’s take a second to look at workplace change — common challenges and ways to support your employees through it, while also getting them excited for better times ahead.
Related: Organisational change: Why do so many people hate it?
Before exploring how to support employees through workplace change, it’s important to understand the challenges they face. Change affects people differently, but some common struggles include:
It’s worth remembering that human beings are creatures of habit — it’s natural to encounter a degree of resistance to even the smallest of changes. So how can we navigate these changes in a helpful way, increasing the odds of a successful transition?
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The way organisations manage change matters. Our senior HR consultants have years of experience in the area of change management, helping companies to create better, more engaging workplaces.
Here are seven strategies they recommend to help employees feel supported throughout the process.
Workplace change should never be a one-size-fits-all approach. Employees have different concerns, needs and ways of processing uncertainty, and every company has a unique culture. Understanding your people helps you implement changes that are not only effective but also considerate of their needs.
Encouraging open conversations, holding feedback sessions and conducting employee surveys all help leaders gauge how employees feel about the changes being introduced. This exchange of feedback also builds psychological safety — when employees feel heard, they are more likely to trust leadership and embrace change with confidence.
One way to do this is by introducing pulse surveys — short, frequent surveys that track employee sentiment in real time. This allows leaders to identify any concerns and adjust their approach accordingly.
When workplac exchange fails, it’s almost always due to a lack of clear communication. Employees need to understand the ‘why’ of organisational change — why changes are taking place, why it needs to happen now and why the change matters in the first place. What’s more, employees need to know what the expected outcomes are and how it will impact them. Without this clarity, uncertainty can quickly lead to speculation and resistance.
Communicating early and often is the answer, and something that should be prioritised at all times, before, during and after change. Whether through town hall meetings, emails or one-to-one check-ins, keeping employees informed helps maintain trust. Encouraging two-way dialogue — where employees feel comfortable voicing concerns and asking questions — helps to create a more engaged and cooperative work environment and organisational culture.
We believe, and all available research shows, that a multi-channel approach is best — this can include:
Workplace change often brings up concerns about job security, workload or the ability to adapt to new ways of working. Leaders who acknowledge these concerns and show empathy in their decision-making help employees feel supported rather than dismissed.
Empathetic leadership means actively listening, validating concerns, and providing reassurance. A simple “I understand this is a big shift, and I want to know how we can support you” can make all the difference. When leaders take the time to check in with employees on an emotional level, they create a culture of trust and collaboration.
Related: 5 Components of emotional intelligence in leadership
Some employees thrive on change and embrace new challenges, while others find even the smallest shifts in patterns or processes stressful and overwhelming. Recognising that people process change in different ways allows leaders to offer support that meets individual needs.
It’s important to avoid misinterpreting hesitation or concern as resistance to change. In many cases, employees simply need more time, reassurance or additional guidance to feel comfortable. Taking an individualised approach — whether through extra training, mentoring or flexible transition periods — can make a significant difference in helping employees adjust.
Consider using personality assessments such as the MBTI (Myers-Briggs Type Indicator) or DiSC profiles to better understand how different employees handle change and tailor support accordingly.
Change often comes with new systems, processes or expectations. Without the right support, employees may feel unprepared, leading to frustration and disengagement. Offering thorough training and accessible resources ensures employees have the tools they need to succeed.
This could include hands-on workshops, step-by-step guides, or on-demand training sessions. Providing a space where employees can ask questions and seek clarification — without fear of judgement — helps them build confidence in adapting to change.
A good approach can be to introduce a “change ambassador” programme, where select employees receive advanced training and act as peer mentors to help their colleagues adjust.
Acknowledging progress, no matter how small, keeps employees motivated during periods of transition. Workplace change can feel like a long and uncertain process, so taking the time to highlight wins along the way helps maintain momentum.
Celebrating milestones, and individual contributions towards them, reinforces a sense of achievement. This not only boosts morale but also shifts the perception of change from being a challenge to being an opportunity for growth.
Some innovative companies incorporate fun gamification techniques, such as progress-tracking leaderboards or achievement badges, to make the process more engaging.
The thing about change is that, all too often, it makes use feel powerless. We generally feel more confident and secure when we have a sense of control. So it makes sense to give employees a say in the change management process.
While not every decision can be put to a vote, involving employees in meaningful ways can ease uncertainty and increase engagement.
Providing options where possible — whether it’s flexible working arrangements, opportunities to contribute ideas or choices about how they adapt to new processes — helps employees feel more in control. When people feel they have some influence over the way change affects them, they are more likely to embrace it with a positive mindset.
A participatory approach, such as forming employee-led committees to shape aspects of the change, can help employees feel like active contributors rather than passive recipients of change.
Change is inevitable, but how organisations manage it determines whether it becomes a source of growth or frustration. By incorporating these tried-and-tested tips, you can go about creating an environment where employees feel heard, and they feel excited and motivated to support workplace change.
At People Insight, we help organisations gather meaningful insights to improve the employee experience. Get in touch today to learn how a change management survey can help you create a smoother, more successful transition.
