Companies have been pushed to rethink how they work. Remote setups, buyouts, and new tech have shaken the usual routine. On top of that, unstable markets add more pressure on decisions about staffing.
A couple of years back, many workers left their jobs in what was once labeled the Great Resignation (2021). News of massive job cuts, across hundreds of firms has become a major concern.
Only 43% of people say their workplace manages change well. This can break trust and fuel doubts about the future. A clear system that reworks targets, processes, and workplace culture is key to guiding teams through these shifts.
That method should reduce confusion and fear as groups adjust to new realities.
What Is Organisational Change?
Organisational change involves rethinking how a business operates. Some shifts focus on structure, like merging smaller teams or creating an entirely new department. Others center on tech, such as rolling out fresh software or replacing outdated systems with cloud solutions.
Here are some examples highlighting different examples of organisational change:
- Implement structural changes around merging smaller teams or creating new departments.
- Bringing in technological changes to introduce new software tools or shift to cloud services.
- Restructuring teams or leadership may involve changing reporting lines or introducing fresh executive roles
Some changes are structural, like shifting to smaller project-based teams. Others are technological, such as adopting new software platforms. Shifts in leadership happen, too, especially when new managers take over or when there’s a top-level reorganisation.
In either case, the Oak research indicates that more than 33% of employees in the UK are resistant to change. An overwhelming learning curve is always due to an underlying fear that automation or restructuring could make their position less secure.
How to Build Trust and Engagement During Organisational Change
Shifts in priorities may leave people unsure about their future. Even if the manager says these moves will boost efficiency and business improvement, some might worry about job cuts.
One example is outsourcing payroll tasks.
Leaders see this as freeing up administrative teams, but workers sometimes fear automation. Any decision to improve the business may seem like a threat to employees, so it is necessary to drive employee engagement in a way that builds trust.
Let’s find out!
Hybrid Work Conflicts and Return-to-Office (RTO) Tensions
Balancing flexible work setups with the daily grind is a major challenge. Some employees want the freedom to work from anywhere, while others thrive on face-to-face collaboration.
A few useful moves:
Give clear guidelines on in-office expectations
Airbnb set an example in 2022 by letting employees “live and work anywhere” while still having occasional touchpoints for in-person gatherings. Microsoft reports that about 70% of people crave flexible remote work, yet nearly 65% also seek meaningful in-person interactions. A simple schedule or reason for on-site days can reduce tension.
Nurture a team culture that spans locations
Virtual coffee sessions or short daily huddles allow remote and office-based colleagues to stay connected. Small habits fight isolation.
Listen to feedback
Just as proper feedback boosts staff performance, listening to them can also help you better serve the matter. Hear them out using quick surveys or open forums and find ways to address misunderstandings before they spiral into bigger issues.
Coach managers on hybrid leadership
Mixing remote workers with on-site staff can be tricky. Targeted training or best-practice guides help supervisors communicate effectively with everyone.
Mass Layoffs and Economic Uncertainty
Mass layoffs have become a global reality. More than 761,358 jobs were lost in 2024, and 221,812 have already been laid off in 2025. It’s only natural for employees to wonder who will be next.
Here, a steady voice can ease tension:
Break down the finances in plain language
Meta, for instance, has laid off over 21,000 employees in multiple rounds since late 2022. Leadership cited revenue drops and the need to streamline operations. Straight talk about revenue dips or strategy resets helps people see the bigger picture.
Involve teams in trial phases
Let employees test AI tools or contribute ideas. Hands-on participation reduces fear and boosts a sense of ownership.
Redesign roles together
Managers and employees can leverage AI for learning & development as it can reshape tasks and training by infusing more creativity.
The ‘Great Reshuffle’ and Talent Shortages
The Great Reshuffle describes a period when employees hop between jobs or even switch industries to find better pay or more meaningful work. Many organisations wrestle with finding skilled talent as positions open faster than they can be filled. Retaining current workers becomes critical:
Launch engaging skill programmes
A single training session rarely sticks. Short courses, coaching circles, or bite-sized modules keep people growing. LinkedIn’s Employee Well-Being Report highlights that 76% of Gen Z learners see practicing new skills as a career growth opportunity.
Back up promises with action
Dangling skill development but never following through drives people away. Consistent follow-up shows everyone the company means business.
Spot future roles early
Assess where the market is headed and start retraining employees for emerging positions. A forward-thinking approach keeps the team intact.
Check benefits and perks
Pay is one piece of the puzzle, but perks like flexible schedules, mental health resources, or special interest groups at work can tip the scales in favor of staying put.
Addressing AI-Driven Workforce Disruptions
AI technology has surged over the last six months, boosting productivity but sparking questions about job security. The World Economic Forum’s 2023 report suggests that automation could reshape 83 million current roles by 2027.
Putting people at the heart of these shifts makes a big difference. Confidence grows when leaders speak plainly and offer real support. No transition plan is perfect, but a willingness to adapt—while keeping staff informed—usually pays off.
For instance, IBM stands out by running “SkillsBuild” programmes that involve employees in ongoing digital upskilling. It provides hands-on training and shows that tech isn’t something done to people; it’s done with them.
Share the bigger reason
People want to know why the company is adding AI. Is it to cut repetition, sharpen data analysis, or both? Clarity around goals eases suspicion.
Involve teams in trial phases
Let employees test AI tools or contribute ideas. Hands-on participation reduces fear and boosts a sense of ownership.
Set up AI workshops
Partnering with generative AI companies to hold small training sessions that show everyday use cases can help people realise that AI can make work more interesting rather than replace people entirely.
Redesign roles together
Managers and employees can brainstorm changes as AI reshapes tasks. Collaborative planning lowers the sense of being blindsided.
Conclusion
Transitions bring friction. Reduce it by building ample trust and taking action as you change things internally. This will show consistency, transparency, and genuine concern for the people affected.
Team members who see a real pathway for growth stick around, especially when promises turn into tangible efforts. Leaders who welcome questions and ideas show respect for everyone’s voice. People often stay loyal if they sense genuine care, even when the road gets bumpy.
Small steps can yield big progress, and everyone benefits when trust is central to the process during times of upheaval.
Author: Agnes Joseph – SEO and Content Manager, Triadic
Photo credit: StockCake
