The majority of organisations say managing change is now one of the most important communication challenges they face, yet a majority still lack a clear strategy for how to explain those changes to employees.
Research from Gallagher, a global insurance brokerage, risk management and consulting firm, found that 61 percent of organisations have no formal approach to change communication despite ranking it as a top priority for HR and internal communications teams.
It suggests that many companies are introducing new systems, technologies and processes without structured plans to help employees understand or adapt to them.
Information overload raising trust and burnout risks
Gallagher’s 2026 Employee Communications Report also suggests that rising volumes of internal messaging may be creating new problems for organisations.
 |
Get our essential weekday HR news and updates.
|
More than four in five respondents, 83 percent, said information overload was becoming a growing issue inside their organisations. As businesses try to keep staff informed about multiple changes, the volume of communication has increased.
But the research suggested this approach may be counterproductive. In high-volume communication environments, employees reported feeling overwhelmed by the number of messages they receive.
Gallagher said the pressure was linked to a 30 percent rise in leader trust risk and a 24 percent increase in burnout risk among employees.
Small teams ‘struggling to manage constant change’
The report also suggests that many internal communications teams lack the resources needed to manage the pace of organisational change.
About 69 percent of organisations have fewer than six people working in internal communications roles, regardless of whether the company employs 500 staff or 50,000.
Budget constraints add to the pressure. One in five organisations has less than $20,000 allocated to internal communications activity, while a third have no dedicated budget for it at all.
The combination of limited resources and rising expectations means teams are often being asked to manage complex transformation programmes with minimal support.
Gaps remain in EVP and AI governance
The research also identified challenges in other areas of workforce communication.
Employee value propositions remain a priority for many organisations, yet relatively few have embedded them into everyday communications. Only 15 percent of organisations reported having an active and widely understood employee value proposition, while 37 percent said they had none in place.
The report also suggested many organisations are still experimenting with artificial intelligence tools rather than deploying them in a structured way.
Around 63 percent of HR and communications professionals said their organisations were still in an experimentation phase with AI, while three-quarters described their level of AI maturity as ad hoc or limited to discussions.
William Ziebell, global chief executive officer of Gallagher’s Benefits and HR Consulting division, said organisations needed clearer strategies if they wanted workplace communication to remain effective.
“Without a structured approach, internal teams are increasing their volume, but if every message carries a sense of urgency, employees begin to tune out rather than listen closer,” he said.
“Ultimately, effective communication relies on giving IC and HR teams the resources to deliver the right message at the right time,” he said.
The report was based on responses from more than 1,300 HR and communications professionals across 40 countries collected between September and November 2025.
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
