Great Lakes Wire

TalentLMS, in collaboration with WorkTango, has published a study revealing the obstacles to successful organizational change. The research involved a survey of 1,200 employees in the United States who experienced significant workplace transitions over the past year. It highlighted the anxiety and declining trust in leadership that workers face during such changes, which are exacerbated by a lack of support.

Survey findings indicate that 50% of employees feel their trust in leadership decreased due to organizational change, with 39% citing lack of transparency from leadership as a primary issue. Stress levels reportedly increased for 59% of respondents during transitions. Furthermore, 39% noted a reduced sense of belonging.

A significant 45% of employees acknowledged the necessity of learning new skills during workplace changes. However, nearly half (47%) stated that their employers did not provide adequate learning and development opportunities. Additionally, 46% of employees reported heavier workloads during transitions, which negatively affected work-life balance for 34%.

The study also found that 64% of participants experienced increased anxiety from organizational changes, with 52% feeling burned out. Despite these pressures, only 12% had access to mental health resources.

Job satisfaction and engagement have suffered, leading to 35% of employees being more inclined to leave their organization due to recent changes. Managers were seen as a key source of support, with 28% of employees identifying their direct managers as their primary support. Nonetheless, 23% of managers reported a lack of feedback on how employees were managing the change.

Nikhil Arora, CEO of Epignosis, TalentLMS's parent company, commented, “This research serves as a reminder, and opportunity, for leaders to show up differently during times of change. When people feel informed, supported, and given the chance to grow, change becomes something they can lean into, not fear. It’s not just about getting through transitions — it’s about helping teams come out stronger on the other side.”

The study highlights strategies to improve the success rate of change initiatives, such as prioritizing transparent communication, investing in learning and development, supporting employee well-being, involving employees in change design, and equipping managers with the necessary insights and skills.

Rob Catalano, Chief Engagement Officer at WorkTango, emphasized, “Change isn’t the problem. Neglecting the people affected by it is. This report confirms that when employees aren’t supported, trust erodes and progress stalls. The companies getting it right are those that embed listening, clarity, and care into every phase of organizational transformation.”

By Heather Nezich, courtesy of SBAM-approved partner, ASE.