Change has become a constant in today’s workplaces, whether it’s switching to new tools, reorganizing teams, updating workflows, or adapting to leadership changes. Since the pandemic, the pace of these shifts has only accelerated. Remote workers, in particular, have felt the ripple effects not just in how they work, but in how they live. No wonder Harvard Business Review called 2020 the “International Year of Fatigue.”
This relentless cycle has a name: change fatigue, a state of mental and emotional exhaustion that sets in when people are asked to keep adapting without enough stability or support. It can show up as:
- Frustration: Employees openly complain about processes, leadership, or frequent changes.
- Resistance to change: A loss of trust in leadership and uncertainty about the organization’s direction.
- Low motivation: Employees do only the bare minimum to get by.
- Complete disengagement from work: Employees feel less engaged in their work and may begin exploring other job opportunities.
Studies show that change fatigue is now one of the top concerns for HR leaders. And if it goes unaddressed, it can seriously impact team morale, productivity, and even lead to higher attrition.
That’s why organisations can’t afford to ignore it. The question is: how can managers and team lead help employees stay resilient in the face of constant change, while navigating it themselves?
Let’s explore.
Why Change Fatigue Is Spreading and How to Address It
There are many factors contributing to the rise of change fatigue. Here are the few popular ones:
Too many changes: Change fatigue often comes from the constant pace of workplace shifts. It’s not just big changes, frequent small ones also add up. Gartner says the number of changes each year has risen fivefold from 2016 to 2022, while employee willingness to support them has sharply declined.
Unclear communication: When changes are introduced without clearly outlining the “why,” “what,” and “how,” employees are left feeling uncertain and disconnected. Without specific, detailed information, they’re more likely to fill in the gaps with assumptions, often imagining the worst.
Poor change management: Poor change management can derail even well-intentioned initiatives when transitions aren’t planned carefully. Inconsistent communication, inadequate training, and lack of resources often leave employees frustrated and unprepared. A 2023 study found only 43% of employees believe their organization manages change effectively, a drop from nearly 60% in 2019. This decline highlights the urgent need for better support to help employees navigate change.
What Employers and Leaders Can Do About Change Fatigue
We spoke with HR experts to learn how employers and leaders can keep employees motivated amid ongoing change.
Involve people
Change feels less disruptive when people help shape it. Sumit Bhatia, People Leader, Global Service Delivery at Mercer, Marsh McLennan, emphasizes that even small decisions (like how a new process is rolled out), if made together, shift the mindset from compliance to commitment. “The most motivating thing you can do is make people feel like they matter. Not just for what they produce but for what they think, feel, and contribute. When people feel powerless, even good change feels like a threat. But if you let people steer even just a little it becomes a shared journey,” he shared.
Leadership approach: At the leadership level, Sumit recommends balancing business transformation and employee well-being by demonstrating emotional intelligence, focusing on both results and people’s needs. He emphasizes that open communication builds trust, as people respond better to honesty than to silence or surprises.
Celebrate progress
Change can feel like a constant threat to employees, making them anxious about meeting new expectations or fear of failure.
Somnath Nandi, a strategic HR leader with over 15 years of experience, shared that he champions his team’s efforts by celebrating “progress over perfection” as a way to help them fight change fatigue. “In my team, we give public recognition for incremental breakthroughs, whether it’s a workflow tweak or building subtle psychological momentum. Through this, relentless change transforms from a threat into a shared, inspiring HR adventure that we grow through together by building trust (with all due experiences),” he added.
Leadership approach: Somnath advises that leaders should conduct frequent pulse check-ins and actively act on frontline feedback to ensure that HR and business visions always prioritize employee well-being. The message is clear: transformation succeeds only when people feel seen, heard, and supported.
Put employees first
To successfully implement change in any organization, prioritizing employees is essential.
Rakesh Verma, Career & Leadership Growth Coach and Mentor, follows a simple but effective loop: Communicate → Connect → Engage.
He dedicates significant time to engaging his team by not just explaining what is changing but also why it matters, how it affects them, and what benefits they can expect now and in the future. “I actively listen to their concerns and reassure them they’re not alone on this journey. I also identify team champions to co-lead the change and foster broader ownership,” he shared.
Leadership approach: Rakesh suggests that leaders should encourage self-care, respect boundaries, and normalize conversations around mental wellness. These are not soft strategies, they are essential for survival. He ensured his teams took breaks, felt recognized as people (not just resources), and worked in an environment that values both performance and personal balance.
Final thoughts
Change is a normal part of today’s workplace, but how it’s managed makes all the difference. Employers should understand that people don’t resist change itself, they resist when it happens without clear communication or involvement. When handled poorly, change can create stress, fear, and disengagement. But with thoughtful planning, strong leadership, and open communication, it can instead become a powerful opportunity for growth and long-term success.
