After successive crises (COVID, digitalization, reorganizations), teams are saturated
The successive waves of transformations — health-related, organizational, technological — have exhausted employees. Understanding and acting in response to change fatigue has become imperative to preserve motivation, performance, and cohesion.
The numbers that speak
🔵 Gartner (2023):73% of employees report being affected by change fatigue — a hindrance to their engagement and effectiveness.
🔵 Pace of transformations: Each employee experienced an average of 10 planned changes per year in 2022, compared to only 2 in 2016 — a pace that deepens collective exhaustion.
🔵 Declining trust: A Visier survey (2023) shows that employees are more anxious and less inclined to trust their employer than in 2022.
🔵 Mental health: A Reed study (2025) reveals that 85% of workers have experienced symptoms of exhaustion or burnout related to work, with 47% having to take leave for mental health reasons.
Understanding emotional weariness: a crucial issue
Change fatigue manifests as apathy, demotivation, or even disengagement — what some call “quiet cracking”: a gradual disillusionment that does not degrade the external image but drains employees of their energy.
This phenomenon is exacerbated by the emotional and cognitive overload that permanent change induces, making chronic stress and disengagement true systemic risks.
Preventing demotivation and restoring trust
To reverse this trend, organizations can act on several levers:
🔵 Rhythm changes: avoid saturation by spacing out initiatives or calibrating them in tune with the teams.
🔵 Strengthen managerial presence: managers trained to spot signs of fatigue, listen, reassure, and support make a difference.
🔵 Create emotional regulation spaces: well-being workshops, speaking circles, collective rituals help relieve pressure and recreate connection.
These measures contribute to transforming latent exhaustion into renewed energy, gradually reshaping the work climate.
My support: accompany rather than endure
In my support, I assist organizations and managers with concrete and human tools to overcome fatigue:
🔵 Participatory and regulatory workshops to restore meaning, identify weak signals, and create a calm speaking space;
🔵 PNL sessions to strengthen emotional resilience and ease invisible resistances;
🔵 Skills assessments to allow employees to reposition themselves in a changing context and regain confidence;
🔵 A clear and empathetic communication strategy to support transitions in a human way, avoid misunderstandings, and restore collective trust.
Towards sustainable and human change
Change fatigue is a warning signal — not a fatality. By responding with listening, strategy, and support, companies can reinvent transformation: no longer endured, but embodied, with an approach that respects human cycles as much as organizational objectives.
And you, are your teams affected by change fatigue — or are you already in the process of (re)designing a more sustainable and human pace?
Productivity, talent retention and employer image: the concrete benefits of a culture focused on well-being.
Quality of life at work (QWL) is no longer just an HR benefit: it has become a strategic lever for business performance. It influences productivity, talent retention and employer image.
Understanding the link between well-being and performance
In a professional world marked by uncertainty and rapid transformation, well-being at work isn't just a matter of comfort. It's a key factor in sustainable performance. Studies show that a fulfilled employee is more motivated, more engaged, and more creative—all of which directly strengthen the competitiveness of organizations.
Conversely, disengagement and demotivation are costly: they lead to turnover, absenteeism and reduced productivity.
Key figures for well-being at work
🔵 Productivity and engagement
According to Gallup (2023, State of the Global Workplace) , engaged employees are on average 23% more productive . Better still, companies that invest in the well-being of their teams see an 81% reduction in absenteeism .
🔵 Talent retention
According to the 2023 Quality of Life at Work Barometer (Malakoff Humanis) , 55% of employees say that QVT directly influences their motivation. Companies that invest in this area record a drop in turnover of almost 25% .
🔵 Growth and financial performance
The Great Place to Work 2024 report reveals that organizations with the highest scores in workplace well-being experience revenue growth up to 3 times higher than their competitors.
🔵 Employer image and attractiveness
Finally, a Deloitte survey (2023) highlights that 77% of managers consider well-being at work to be a decisive factor in retaining and attracting talent. In a market where candidates are attentive to values and the employee experience, QWL is becoming a powerful employer image tool.
Why this topic is strategic for businesses
These data converge on one obvious fact: well-being at work is a strategic investment . It is not a "bonus" or a simple social policy, but a pillar of sustainable performance. An organization that promotes balance and motivation among its employees builds not only a more harmonious work environment, but also a strong competitive advantage.
The benefits of well-being-focused support
Improving the quality of life at work requires a comprehensive approach: listening, clear communication, tools to better manage stress, but also support in professional transitions.
I support professionals and organizations in developing a culture of well-being and performance through:
NLP sessions to better manage emotions, strengthen confidence and release commitment;
Skills assessments to help employees clarify their path and strengthen their internal motivation;
Well-being and cohesion workshops to promote stress regulation, develop collective synergy and establish a positive dynamic;
A clear and coherent internal communication strategy , promoting transparency, cohesion and trust within teams.
These approaches make it possible to align individual development and collective objectives, for performance that is both sustainable and humane.
Conclusion
Investing in quality of life at work means investing in tomorrow's performance. As studies show, organizations that place well-being at the heart of their strategy see their results improve , their attractiveness strengthen, and their internal climate calm down. By reconciling well-being and performance, the company charts a solid course for the future.
And you, where is your organization in its thinking about quality of life at work?
Why anticipating resistance, supporting teams and fostering buy-in is essential
Organizational change fails in 60% to 70% of cases. To transform this dynamic, managers and HR must rely on concrete support tools, but also on a detailed understanding of human and organizational mechanisms.
The challenges of poorly supported change
A transformation is not just a technical project. It is, above all, a social process. Kurt Lewin had already theorized this with his three-stage model (thawing, transition, refreezing). Today, neuroscience confirms that the human brain tends to resist uncertainty: the discomfort generated by change is therefore not a weakness, but a protective mechanism.
HR and managers must embrace this reality: supporting change means recognizing that rationality is not enough. Without taking the emotional dimension into account, even the best strategies can fail.
The emotional experience of change: the grief curve applied to business
Beyond processes and organizational charts, change confronts everyone with an often underestimated emotional dynamic. Inspired by the work of Elisabeth Kübler-Ross, the grief curve illustrates the stages individuals go through when facing profound transformation.
🔵 The stages of the curve
Shock and denial : the announcement of the change comes as a surprise; some refuse to believe it or minimize its impact.
Anger and resistance : then come frustrations, the feeling of loss of control and fear of the unknown.
Negotiation : employees seek to find compromises, to preserve their bearings or to influence the process.
Sadness and discouragement : the realization that the old way of working is disappearing can generate demotivation or disengagement.
Acceptance and reconstruction : little by little, new benchmarks emerge, opening the way to learning and adhesion.
🔵 A double challenge for change agents
This dynamic represents a challenge for both those initiating the transformation and those undergoing it. Those driving the change must accept that buy-in will not be immediate, and that resistance is a normal process. As for employees, they need a clear framework, a listening ear, and support to navigate these stages.
For HR and managers, understanding the grief curve means anticipating human reactions , better calibrating messages, and providing support tailored to each phase. It's also a valuable reminder: successful change isn't something you decree; it's something you take step by step, respecting emotional rhythms.
Key figures for change in business
🔵 High failure rate
According to McKinsey and WTW, between 60% and 70% of change initiatives fail to achieve their objectives. Only 34% of major projects are fully completed (CEB).
🔵 Resistance and managerial levers
The main obstacle to change remains the human factor. A recent survey shows that 41% of employees explain their resistance by a lack of trust in management (Mooncamp, 2023). More broadly, only one in four people consider change management to be a strong skill of their leaders (Invgate, 2023).
Yet, when managers and HR take the time to understand and address resistance, the effects are significant: 55% of employees see it as a factor in talent retention, and 43% highlight a positive impact on cooperation and cohesion (Flair, 2023). Finally, Gartner data confirms that transparent communication doubles the chances of success of a transformation project.
🔵 Leadership and participation
Success depends on the support of local management: 77% of successful projects benefit from active management engagement (Prosci, 2023). Similarly, co-developing solutions increases the chances of success by 24% and accelerates the deployment of a third party (Deloitte, 2023).
Tools to anticipate resistance and promote adhesion
HR departments play a strategic role here. Beyond implementing procedures, it's about orchestrating genuine human support:
Internal diagnostics : social climate surveys, skills mapping and identification of weak signals to anticipate tensions and obstacles.
Participatory workshops : hackathons, discussion circles, co-construction of solutions — all formats that foster engagement and empowerment.
Lively internal communication : newsletters, videos, FAQs, regular progress reports. Information must be transparent, embodied, and repeated.
Management training : giving line managers the tools to listen, reformulate, encourage and regulate emotions within teams.
Team building and cohesion: catalysts for change
Team building tools are far from trivial. According to YouGov–Comet Meetings (2025), 59% of employees want more team building sessions, and this figure rises to 80% among 25-30 year-olds . These sessions strengthen bonds between colleagues for 48% of participants . According to United Heroes (2023), they can increase productivity by 17% and reduce absenteeism by 41% .
In other words, investing in cohesion is not an afterthought: it is a way of transforming the dynamics of a team during times of change.
Skills assessment: a tool for improving internal climate
Individually, the skills assessment is a powerful lever for motivation and clarification. According to Harris Interactive (2025), 83% of beneficiaries report that the assessment boosts their self-esteem. An Asterès study highlights a 71% increase in professional satisfaction after an assessment.
For HR, integrating this tool into transformation plans means supporting employees in redefining their roles and limiting the risk of demotivation or departure.
The benefits of comprehensive support
I support managers and HR teams in successful change, by articulating three complementary dimensions:
Participatory and cohesion workshops to create links and encourage collective support;
Skills assessments to restore meaning, strengthen confidence and clarify individual trajectories;
A clear and empathetic internal communication strategy is an essential condition for a peaceful and lasting transformation.
Conclusion
Change isn't decreed: it's built. By relying on proven tools, but above all on a keen understanding of the human dimension, managers and HR can transform natural resistance into a lever for progress. This is how the company moves from constraint to movement, from fear to commitment.
And you, do your teams experience change as a challenge, or as an opportunity?
