New research from Eagle Hill Consulting reveals a significant disconnect in today's workplaces: while a majority of U.S. employees have experienced organizational change, more than a third believe the effort was not worthwhile. This highlights a critical gap between the intended benefits of change initiatives and employee perception of how effectively those changes are managed and implemented.
Quick Intel
63% of U.S. employees experienced workplace change in the past year.
34% believe the changes were not worth the organizational effort.
Only 25% of employees feel their organization manages change effectively.
45% report change increased their workload, and 43% saw higher stress levels.
Employees are most receptive to new product launches (69%) and tech changes (66%).
Return-to-office mandates were viewed negatively, with 46% feeling things changed for the worse.
The survey confirms that employees do see positive outcomes from change, with 46% reporting increased efficiency and 43% noting a better focus on organizational goals. However, these benefits are often overshadowed by the negative impacts of poor implementation. Nearly half of employees (45%) reported an increased workload, and 43% experienced higher stress levels, indicating that organizations are introducing change without adequately supporting their workforce through the transition.
The research indicates that not all changes are received equally. Employees responded most positively to major new product launches (69%) and technology updates (66%). In stark contrast, return-to-office mandates were largely viewed negatively, with 46% of employees feeling their organization changed for the worse. Furthermore, a significant communication gap exists; while 57% of employees feel heard when identifying what needs to change, only 40% feel listened to regarding how changes are rolled out.
Eagle Hill's findings point to three key strategies for closing the change management gap. First, organizations must manage timing through phased rollouts and by lightening workloads during periods of heavy change. Second, they must anchor change in a clear purpose with persistent communication. Finally, companies should reimagine change by empowering team leaders, who 47% of employees say have the most influence during transitions.
The Eagle Hill survey underscores that the success of any organizational change is dependent not just on the initiative itself, but on the human-centric strategy behind its execution. As Melissa Jezior, President and CEO of Eagle Hill Consulting, stated, "The key to successful change is not just what you change, but how you change." For change to deliver its intended value, organizations must prioritize the employee experience throughout the entire process.
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