Employees are responding positively to workplace change rather than resisting it, with new technology and artificial intelligence linked to higher levels of engagement, according to new research.
Nearly three quarters of UK employees said they had experienced organisational change over the past year, and many reported feeling more motivated rather than less, the study found.
The most common forms of change were the introduction of new technology at 44 percent, organisational restructures at 35 percent and leadership changes at 33 percent.
AI adoption on the rise
Across Europe, the Middle East and Africa, companies that introduced new technology such as AI saw employee engagement rise by nine points on average, while changes to business strategy were linked to a four-point increase.
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The findings, from research by from experience management platform Qualtrics, challenge the assumption that constant transformation leaves staff exhausted and disengaged.
Half of UK employees now use AI frequently at work, the research showed. Of those using AI tools, 73 percent said they used them to complete tasks faster, 62 percent to improve work quality and 52 percent to increase overall productivity.
But just 26 percent of staff said they were relying only on AI tools provided by their employer, suggesting that many are turning to personal or unauthorised platforms to get their work done.
Simon Daly, employee experience strategy director at Qualtrics, said businesses needed to provide clearer guidance on how staff should use the technology.
“Humans are saying yes to AI but we need to offer employees more support with using it in the right way,” he said.
“Organisations are investing millions in AI to transform their operations, and people see AI’s benefits, but leaders must manage technological change effectively.”
Daly said the way change was handled made a decisive difference to morale.
“Our research shows there’s a real sweet spot where change increases engagement rather than fatigue, and you can only find it by staying close to how your workforce is feeling,” he said.
“The companies thriving through change are the ones checking in regularly with their people, understanding what support they need, and then following through with action.”
Listening linked to loyalty
The report found that engagement levels varied dramatically depending on how much organisations listened to their employees.
Among companies that increased the frequency of employee listening, 89 percent of staff were engaged. At organisations that reduced listening, engagement fell to 42 percent.
A similar pattern emerged with staff retention. Intent to stay rose from 60 percent to 69 percent when organisations moved from maintaining the same level of listening to listening more often.
Employee wellbeing was also affected. Where companies increased listening, wellbeing scores reached 86 percent, compared with 44 percent at organisations that listened less.
Yet many workers said they still wanted more opportunity to be heard. Two in five employees said they wanted leaders to listen more, while only one in five said their company had increased listening activity over the past year.
Daly said that regular feedback was essential to making change successful.
“With the vast majority of employees reporting change in 2025 and more expected this year, organisations that lead successfully through change will be rewarded with greater outcomes,” he said.
“Our research shows that UK employees enjoy giving feedback and want the opportunity for their opinions to shape the company they work for.”
He added that even small steps could make a difference.
“The workforce isn’t asking for much: to be listened to and acknowledged,” he said.
“For organisations to successfully manage change with employees, it is critical they take the time to understand, listen and act on how their people are feeling in real time, so they can provide an employee experience that engages and retains the workforce.”
The research involved more than 33,000 full-time and part-time workers who were surveyed across 24 countries in late 2025, including just over 2,000 respondents in the UK.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
