Change fatigue is one of the top five barriers to success for HR and communication leaders, according to research from Gallagher’s 2025 Employee Communications Report.
The report, which surveyed over 2,000 professionals across 55 countries, found that 44 percent of HR leaders see change fatigue as a key challenge in 2025.
According to the NeuroLeadership Institute, change fatigue is “the sense of frustration, apathy and resistance that can arise among employees subjected to frequent, ongoing changes in organisational structures and processes”.
This is the first time change fatigue has been included in the rankings, appearing in second place. The report suggests that this may be linked to a lack of direction from senior leadership, which 39 percent of respondents also identified as a major obstacle.
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According to William F. Ziebell, CEO of Gallagher’s Benefits & HR Consulting Division, organisations are facing external pressures that require flexible and agile communication strategies.
“Communications and HR leaders agree that change management is a critical skill in 2025. It’s vital that the C-Suite sets clear direction for communications teams to guide the company through challenging situations,” said Ziebell.
Priorities and Challenges for HR
HR professionals are focusing on initiatives that enhance employee engagement, with 67 percent prioritising efforts to connect teams to company purpose, strategy and values. Strengthening manager communications (53%) and improving leadership visibility (47%) are also key areas of focus, highlighting the growing need for transparent communication from senior leadership.
However, these priorities are met with challenges. Low capacity (49%), change fatigue (44%)and ineffective communication from managers (41%) are the most significant barriers to success.
The report also notes a shift in corporate attitudes towards internal communication budgets. In previous years, HR leaders frequently cited financial limitations as a major challenge. This year, budget constraints did not rank among the top five barriers and 12 percent of respondents stated that securing additional resources was not a priority.
“Year after year, communications and HR professionals have struggled with securing more funds,” said Ziebell. ” While it’s reassuring to see that organizations are recognizing communications and HR leaders and the critical role they play, company leaders must ensure that both are equipped with agreed messages to address change fatigue and capacity issues.”
Bearing the Brunt
The report also examined the wellbeing of HR and communication professionals. In 2024, overall wellbeing stabilised, with 33 percent of respondents reporting a decline, down from 38 percent the previous year. Contributing factors included staff shortages, limited budgets and tight deadlines (39%), along with ongoing change and uncertainty (26%) and poor management (23%).
Ziebell added, “In times of rapid organizational change, it’s the internal communications and HR departments that bear the brunt of a workforce’s concerns and anxieties.”
Conversely, the report found that better working conditions (23%), securing a new job or role (21%) and strong managerial support (19%) had a positive impact on wellbeing.
