Resilience and Change Management

The pace and amount of change is leading to employee disengagement and change fatigue, according to PwC’s Global Workforce Hopes & Fears Survey 2024 — a survey of 56,000 workers in 50 countries and regions. Here we look at how building an individual’s resilience can have a positive impact.

The report reveals a workforce caught between overwhelm and optimism. Whilst employees are open to the future, the daily pressures of work may be impacting their vision for the future and how they fit into it.

Major findings

• 53% of employees feel that too much change is happening concurrently.
• 62% said the pace of change had increased over the past year.
• 45% experienced significant workload increases, alongside new tools & technologies (45%), changes to team structure (41%), changes to daily responsibilities (40%), and changes to how they collaborate with their team (34%).
• 52% are financially stressed, 45% are financially secure.
• 45% of time spent on administrative tasks is inefficient, according to employees.
• 47% are concerned about job security.
• 44% don’t understand why things need to change.

On the flip side:

• 77% feel ready to adapt to new ways of working.
• 72% are excited about opportunities to learn and grow in their role.
• 60% are optimistic about the future of their company following recent changes.
• 70% are optimistic about AI and believe it can help grow their skills and create opportunity, but 49% haven’t used generative AI tools in the past year.
• 40% of respondents who have used GenAI in the past 12 months say it will fundamentally change their profession in under five years.
• CEOs are more likely than workers to anticipate significant impact from technological change due to AI (56% v 46%), though CEOs and workers agree on GenAI’s potential to boost efficiencies (64% & 62%).

This is against a backdrop of a 25% increase in anxiety and depression triggered by the pandemic (WHO 2022), 24% of workers experiencing unmanageable levels of workplace stress (Burnout Report 2024), and 25% of workers globally experiencing burnout (McKinsey 2022). The combination of high levels of change, plus stress from other work-related sources, is likely to be affecting the performance of many employees through increased levels of stress, anxiety and burnout, as well as decreased morale and fear of risk-taking.

How to engage employees in the change process

When transformation is top-down, rapid and unexplained, employees may disengage. Poor communication can lead to disconnection and confusion about the company’s values and goals. When employees understand how their roles will be impacted and the potential benefits, they commit to the change and feel a sense of ownership and collaboration.

Leaders can drive successful change within their teams and organisation by first focusing on making the case for change to their workforce, helping them to understand and help drive change. Sharing their vision for the future of the company, and the employee’s role in that future, increases employee motivation and acceptance of the change.

Build employee resilience

Our research using the ResilienceBuilder® Assessment Tool indicates that highly resilient people can navigate change and stress more effectively — 99% of people with high levels of resilience were highly adaptable, compared to just 17% of individuals with low levels of resilience. It is therefore imperative that leaders and organisations prioritise employee wellbeing and foster resilience within the workforce.

Based on our research and primary data, qualities of resilient employees include:

• Adaptability — coping with uncertainty, embracing new roles/responsibilities.
• Stress management — emotional regulation, and work-life balance.
• Problem solving — resourcefulness, finding creative solutions, being proactive.
• Social support — building relationships, effective collaboration.
• Positivity — viewing change as an opportunity for growth, motivated, engaged, and goal-oriented.
• Maintaining performance — focusing on priorities, managing time effectively, completing essential tasks.
• Role modelling and culture — demonstrating how to handle change effectively, positively influencing the workplace.

Middle managers experience pressure from above and below

Senior leaders in particular need to focus on developing the resilience of middle managers, since they experience pressure from both the organisation and their own teams. This strengthens their ability to overcome obstacles, adapt to change and more effectively lead their teams.

Creating a culture that encourages work–life balance, realistic expectations, open communication, empathy and transparency allows individuals to perform at their best, which benefits both the individual and the organisation. In this way, organisations can better navigate change and ensure that employees remain engaged, productive, and satisfied despite the challenges that come with transitions.

Book a discovery call to talk through how building resilience can help your organisation navigate change more effectively.