Wellbeing plays a critical role in this because when it is overlooked, stress can increase, engagement can reduce and productivity can suffer. However, when it’s prioritised, teams are far more likely to stay connected, motivated and focused throughout the transition.
Supporting employees’ wellbeing during change doesn’t require complex programmes or quick fixes. It comes down to understanding what creates pressure, communicating clearly at key moments and creating an environment where people feel informed, valued and supported throughout the transition.
Change creates uncertainty, and uncertainty is one of the biggest drivers of workplace stress. Employees may know there’s something happening within the organisation, yet may be unclear about what’s actually changing, whether it will affect their role, or when decisions will be made or things will take place. This can result in behaviours which could create impact: distraction, reduced collaboration, resistance to new processes or environments and absenteeism. Usually this happens due to limited or delayed information and this can lead to people filling in the gaps themselves - and often assuming the worst.
Today’s different ways of working can amplify this. While remote and hybrid models offer flexibility, they can reduce the everyday interactions that help people feel supported and part of a team. Without intentional connection, individuals can feel isolated, particularly during periods of transition. A lack of purpose can also undermine wellbeing. When people don’t understand why change is happening, or how their work contributes to wider goals, motivation can quickly fade.
Clear communication is one of the most effective tools for reducing stress during change. Leaders don’t need to have all the answers before they start communicating. In fact, doing the opposite - waiting until everything is finalised before sharing the information - can leave employees feeling excluded or overwhelmed when this information arrives all at once. Sharing what is known, what is still being worked through and when updates will follow helps build trust and reduce uncertainty. Furthermore, it is as important to acknowledge that some details are still evolving, as this is often far more reassuring than silence.
It’s also important to be clear about when feedback is genuinely being sought. If decisions are already made, it’s better to explain the rationale than to ask for input that can’t influence the outcome. Transparency and consistency go a long way in maintaining credibility during change.
Wellbeing shouldn’t only be checked at fixed points but through regular check-ins, short surveys and ongoing conversations. This helps managers understand how people are coping and where support is needed. These touchpoints also allow them to spot emerging issues early rather than reacting once engagement has already dropped.
Just as importantly, employees need to see that the feedback they have shared has led to action, because even when changes can’t be made immediately, explaining what has been heard and why certain decisions have been taken helps people feel respected and included - and likely to participate in feedback rounds in the future.
During change, people need to feel that their work still matters. How is this achieved? Through reinforcing organisational goals, sharing progress and highlighting the impact of work being done. By sharing successes, client feedback and team achievements it helps remind people why their role is important and how it contributes to the bigger picture. This sense of shared purpose supports motivation and reinforces connection, particularly in collaborative environments.
Connection also needs to be intentional. Whether teams are working remotely, in hybrid arrangements or on-site, there should be a clear reason for how and when people come together. Purpose-driven collaboration supports wellbeing far more effectively than rigid rules or token gestures.
Organisations that navigate change most effectively are those that invest in engagement and wellbeing before change occurs. When trust and connection are already established, if / when disruption arises, people are more willing to adapt and far less likely to disengage. However, if this foundation isn’t in place before a period of change happens, wellbeing can still be strengthened through honest communication, visible leadership and consistent follow-through.
Ultimately, supporting employee wellbeing during organisational change is about recognising that change is something people experience and not something that must be managed. Focusing on clarity, connection and purpose can mean that organisations can help their teams stay resilient, productive and engaged throughout the transition and improving successful change outcomes.
