Change fatigue, lack of capacity and poor management communication are limiting HR efforts to engage staff, according to a new global study.
The study of employee communications found that 67 percent of HR leaders are prioritising work to connect employees to their organisation’s purpose, strategy and values. This has become a top priority as employees navigate changes brought about by AI implementation, and economic and societal turbulence worldwide.
More than half of study respondents (53 percent) plan to improve manager communications, while 47 percent want to boost leadership visibility, highlighting the importance of transparent top-down communication. However, engagement efforts are being blocked, according to the study with 2,000 communication and HR leaders in 55 countries, from Gallagher.
Almost half of respondents (49 percent) pointed to low capacity issues, such as a lack of time and team resources. While 44 percent highlighted change fatigue, and 41 percent identified poor people management communication as the “most challenging” barriers.
Researchers said that this is the first time ‘change fatigue’ has been identified as a top five barrier to HR efforts. Its arrival in second place in the top five may reflect another key barrier for HR and communications teams; a lack of direction from top leaders. This was identified by 39 percent of study respondents.
William Ziebell, CEO of the Benefits and HR Consulting Division at Gallagher, said: “Right now, companies across the globe are managing delicate external challenges, all of which require agile and flexible communication.
“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.”
While almost half of respondents cited ‘low capacity’ as a key issue, concerns about department budgets dropped out of the top five.
Ziebell commented: “Year after year, communications and HR professionals have struggled with securing more funds. While it’s reassuring to see that organisations are recognising 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.”
The report also found that wellbeing among HR and communications professionals had picked up slightly. This year 33 percent of respondents reported a decline in their overall wellbeing, down from 38 percent in 2024. Respondents told researchers that the main reasons for poor wellbeing were ‘strained headcount’, ‘limited budgets’ and ‘time constraints to complete tasks’.
More than a quarter (26 percent) cited ongoing change and uncertainty as a challenge to wellbeing, with 23 percent highlighting poor management or leadership as contributors to a growing sense of frustration and burnout.
On a positive note, the study revealed that 23 percent felt their working conditions had improved, with 19 percent saying that a good manager could elevate the mood and wellbeing of HR leaders.
“Communications and HR leaders are a resilient group because they need to be,” said Ziebell. “In times of rapid organisational change, it’s the internal communications and HR departments that bear the brunt of a workforce’s concerns and anxieties.”
He said the research aimed to offer foundational insights so communications and HR professionals can continue to improve the employee experience while still looking after themselves.
The full 2025 Employee Communications Report is available on the Gallagher website.
