This article is part of a recurring series highlighting recent talent mobility industry reports. If you would like the WERC editorial team to consider covering a specific industry report, email mobility@talenteverywhere.org.
Over the past year, nearly two-thirds of U.S. employees experienced at least one significant organizational change, yet 34% feel those changes were not worth the effort, according to a new report from Eagle Hill Consulting. This contrast highlights a growing tension: Employees acknowledge the potential benefits of change but often struggle with how those changes are executed in practice. While many recognize improvements in efficiency, goal alignment, collaboration, and flexibility, these advantages do not fully compensate for the challenges created by insufficiently supported transitions.
Employees were more likely to say organizational changes increased efficiency and sharpened focus rather than diminished them, and nearly two in five said collaboration and value delivery improved. These findings demonstrate that change, when well-managed, can positively reshape work. However, the positive outcomes often coexist with negative experiences that undermine overall satisfaction with the process.
The Burden of Poorly Managed Change
Despite some clear benefits, organizational change frequently imposes significant strain. Only a quarter of employees believe their organization manages change effectively, prioritizes the right initiatives, or introduces change in ways that make adoption simple. This gap underscores a widespread failure to build strong, employee-centered change management strategies.
Many workers report increased workloads and rising stress levels during periods of change, and nearly a quarter say their jobs became more difficult as a result. A major driver of this strain is the lack of accommodations that would give employees space to adjust. Sixty-two percent say managers did not remove any responsibilities to make time for learning new skills or adopting new processes. Generational differences are notable: Baby boomers and Gen Xers are far more likely than millennials and Gen Z to shoulder additional work without relief.
Different Types of Change, Different Employee Reactions
Employees’ attitudes toward change vary dramatically depending on the type. New products and services, technology upgrades, and artificial intelligence adoption are viewed as overwhelmingly positive. These types of change tend to be confined to employees’ working hours, which may explain their higher acceptance even when learning curves are steep.
By contrast, changes that affect employees’ personal lives, such as return-to-office mandates, are viewed far more negatively. Culture change efforts also receive mixed reviews, with more employees reporting that these initiatives make the organization worse rather than better. These findings emphasize that receptiveness to change is shaped not only by organizational goals but by how personally disruptive the change is to employees’ daily routines.
Employees Want Change That Improves Their Work Experience
Employee preferences for change focus heavily on improving their own work environment. More than half believe their organization needs to implement changes to create a better workplace or improve efficiency. Far fewer emphasize changes tied to customer service or cost reduction, indicating that employee experience is becoming a central concern in successful change initiatives.
Yet many workers feel they have limited influence over how change unfolds. While a majority feel heard when identifying issues that need attention, less than half believe their input shapes how change is implemented within their teams. Only a third feel they have a voice in deciding which change initiatives should take priority. This lack of involvement contributes to lower buy-in and highlights the need for more participatory change management approaches.
Strategies for Better Organizational Change
Eagle Hill’s research points to three strategies leaders can use to strengthen organizational change management. First, organizations must better plan the timing and pacing of change. With rapid digital and AI-driven disruption, intentional sequencing is critical. Phased rollouts, prioritization of initiatives, and temporary workload reductions can help employees adapt, reducing burnout and accelerating adoption.
Second, change must be anchored in a clear sense of purpose. Employees say the most motivating factors for embracing change are understanding why change is necessary and receiving consistent communication. Leaders must move away from one-time announcements and instead deliver ongoing, transparent messaging that links change to organizational purpose and employee impact. Strong leadership and persistent storytelling are essential components.
Third, organizations need to empower teams, rather than just executives or individuals, as the primary unit of change. Employees look to their immediate managers for guidance, and most perceive their team lead as their most influential source of support during transitions. Equipping team leaders with change leadership skills, fostering shared accountability, and measuring team health can significantly improve change outcomes. Empowering the middle layers of the organization is key to making change sustainable and successful.
A New Approach for a Changing Workplace
Organizations cannot realize the full value of their change initiatives without meaningfully involving and supporting employees. Workers recognize the benefits of change, but their experience is too often marked by stress, insufficient communication, and limited agency. By focusing on timing, purpose, and team-level empowerment, organizations can create a more human-centered and effective approach to change—one that strengthens employee engagement while driving long-term business results.
For talent mobility professionals, change is constant and a critical aspect of the business. The industry depends on change, simply by nature of the work done. In order to retain talent and lead in a competitive market, mobility professionals must sharpen their change management skills, continuing to effectively communicate and enable smooth transitions for the good of the employee.