What Makes Transformation and Change Efforts Actually Succeed?

The Center for Workforce Transformation has released new research revealing a stark reality: only 53% of employees agree that change is handled effectively in their organization. This finding, drawn from Perceptyx's 2025 Benchmark Database of millions of global respondents, points to a gap between organizational aspirations and employee experience during times of transformation.

This research, compiled in our comprehensive new Transformation & Change Guidebook, uncovers not just the challenges but also the proven strategies that separate successful change efforts from those that leave employees feeling disconnected and unsupported.

What Makes Change So Difficult for Organizations Today?

Change is continuous, not episodic. Our recent research has explored how organizations are being forced to navigate an endless stream of disruptions: layoffs, return-to-office mandates, economic uncertainty, natural disasters, and artificial intelligence integration. Yet while change happens at an unprecedented pace, it often happens to employees rather than with them.

Our data reveals concerning patterns. In Perceptyx's ongoing Workforce Panel, The Center for Workforce Transformation found that more than 4 in 10 employees shared that they have received communications from their senior leaders regarding a change or disruption impacting their organization. Despite this frequency of communication, global benchmark data reveals that positive perceptions about change handling remain stubbornly low at just 53%.

This disconnect between communication frequency and effectiveness points to deeper issues in how organizations approach transformation.

How Does Employees’ Sense of Belonging Impact Change Success?

When it comes to navigating change, few factors are more influential than a strong sense of belonging. Employees who feel a strong sense of belonging are 2.4x as likely to feel supported in adapting to change. This shows that trust and inclusion serve as important foundations for transformation readiness.

Similarly, engaged employees are 2.1x as likely to say their organization handles change effectively. These multipliers demonstrate that successful change management requires more than project plans and communication cascades. It demands attention to the human elements that make people feel connected, valued, and capable of navigating uncertainty.

For the first time since Perceptyx began studying this relationship, feeling supported through change also emerged as a top driver of belonging. When employees see their input being valued and feel supported as they navigate change, they're more likely to stay connected, committed, and engaged.

What Are the Most Common Change Management Mistakes?

Our guidebook identifies five pitfalls that can derail transformation efforts.

Treating Change as a One-Time Event 

Organizations often focus heavily on announcements and rollouts, then quickly shift attention elsewhere. This leaves employees without continued support or clarity as change unfolds. Our research emphasizes treating change as an ongoing journey with regular check-ins, progress updates, and consistent reinforcement of the "why" behind transformation.

Underestimating the Human Side of Change 

Technical aspects like new tools and processes often overshadow the emotional and psychological impact on employees. When people feel left out, uncertain, or overwhelmed, even well-planned initiatives falter. Successful organizations integrate empathy into their change strategy, acknowledging challenges and providing both emotional and practical support.

Leaving Managers in the Dark 

Managers are often the first point of contact for employees experiencing change, yet they're frequently left out of the loop or receive guidance too late. This forces managers to answer questions they can't confidently address. Organizations that equip managers early and often see better change outcomes.

Overcommunicating the "What" While Undervaluing the "Why" and "How" 

Information overload about what's changing, without insight into why it's happening or how employees should adapt, creates fatigue and disengagement. Effective change communication balances clarity with meaning, starting with purpose and vision before addressing practical details.

Communicating What's Changing, but Not What's Staying the Same 

Without clarity on what remains stable, employees may feel everything is uncertain. Reinforcing core values, team norms, and unchanging aspects of work provides reassurance and continuity during transitions.

How Can Organizations Build Change Readiness Across the Employee Lifecycle?

Our research has identified five "Moments that Matter" where organizations can build transformation capability:

• Hiring and Onboarding: Setting expectations about the dynamic nature of work and the organization's approach to change helps attract and retain employees who thrive in evolving environments.
  
  
• Role or Team Transitions: These personal changes offer opportunities to reinforce adaptability and gather feedback about how well the organization prepares people for new challenges.
  
  
• Organizational Change Events: Large-scale transformations like restructuring or technology rollouts require deep listening to understand employee concerns and adapt approaches accordingly.
  
  
• Long-Tenured Employees: These culture keepers bring historical context but may carry skepticism from past failed changes. Their insights can help organizations learn from history while building future readiness.
  
  
• Separations and Exits: Exit feedback often reveals drops in key metrics. Although 72% of current employees say they are encouraged to provide ideas about improving the company, this drops to just 57% among those exiting the organization. Similarly, perceptions that sufficient effort is made to gather employee opinions fall from 64% to 48% at exit.

How Should Leaders Approach Communication During Periods of Change?

Our research emphasizes that effective change communication goes beyond frequency. Among employees who agree that people in their organization communicate openly and honestly, 4.4x as many say change is handled effectively. This transparency builds trust and strengthens commitment.

According to data from Perceptyx's Workforce Panel, 43% of employees say senior leaders have communicated that their organization is currently experiencing a change or disruption. Another 1 in 5 say they believe communication may have occurred, but they aren't clear on it.

Key communication practices include:

• Being honest about what is known and what is still unfolding,
• Explaining the rationale behind decisions,
• Acknowledging concerns without sugarcoating,
• Connecting change to longer-term strategic goals,
• Sharing stories of impact and early wins, and
• Providing regular updates even when full information isn't available.

Alongside sharing what's changing, leaders must clarify what will remain the same. This helps employees anchor themselves in familiar ground amid uncertainty.

What Role Do Managers Play in Successful Change Management?

Managers serve as the bridge between organizational strategy and employee experience. Yet when asked to rate themselves on the 17 most important manager behaviors that Perceptyx has identified, managers ranked "effectively managing change" as the third-highest area where they need coaching.

The data reveals concerning gaps. Just 51% say their manager can adapt to change, and only 48% say the same of senior leaders. Based on data from the Center for Workforce Transformation Workforce Panel, only 60% of employees feel that sufficient effort is made to get the opinions of people within their organization. This same item is also a powerful differentiator of engagement, with highly engaged employees responding 2.1x as favorably to it compared to those who are less engaged.

To close these gaps, organizations must:

• Provide managers with clear, timely information,
• Offer training and toolkits for leading difficult conversations,
• Allow flexibility in how managers deliver key messages,
• Create space for managers to ask questions and raise concerns, and
• Support managers in maintaining team morale during transitions.

What Can Organizations Learn From Successful Transformations?

The guidebook includes several customer success stories that illustrate key principles.

ABC Fitness addressed engagement gaps in its fully remote organization through targeted initiatives. With an 85% response rate, survey results shaped seven targeted initiatives to strengthen global connections. By December 2024, collaboration rose 3%, leadership approachability reached 91%, and 95% of employees reported respectful treatment from managers.

Ambry Genetics reversed a cultural crisis through methodical, data-driven improvements over three years. Turnover fell from 20% to 9%, stay intention rose from 73% to 82%, and communication satisfaction climbed from 67% to 79%.

Encova Insurance navigated a complex merger and rebrand by making survey participation a cornerstone of its integration strategy. Engagement jumped from 75.9% in 2018 to 88% in 2023. Most notably, future optimism surged 25 points, from 59% to 84%.

Their examples demonstrate that successful transformation requires the right combination of patience, systematic approaches, and unwavering focus on employee experience.

How Does Poor Change Management Impact Organizational Culture?

Our research has reaffirmed that layoffs represent one of the most disruptive change events. Perceptyx research shows that 1 in 3 workers have been laid off at some point in their career. Following a layoff or restructuring, 58% of employees say they're more likely to look for a job elsewhere, even if their role remains unchanged. Even the risk of layoffs has a definite impact: only 44% report being fully engaged when layoffs are rumored.

Among employees who said layoffs were communicated openly, 61% reported being fully engaged. This is 3x higher than those who experienced silence or spin. 

How Can Your Organization Transform More Effectively?

The gap between organizational change efforts and employee experience is significant but not insurmountable. According to the Perceptyx 2025 Benchmark Database, more than 3 in 10 employees don't understand the reason behind changes taking place at their company. This lack of understanding represents an information gap that leaders and managers who have been given the proper training and development are well-positioned to fill.

Ready to transform how your organization handles change? Organizations that prioritize listening and responding during transformation create cultures where employees feel heard, valued, and aligned with the company's vision. Download the complete Transformation & Change guidebook for in-depth strategies and insights. 

To see how Perceptyx can help you build a more change-ready organization, schedule a demo with a member of our team. And for more employee experience insights like these, check out our entire Guidebook Series for Listening & Action.