Employee Engagement During Transformation: The Power of Coaching

The Challenge of Change in Today’s Workplace

Transformation is often framed as opportunity: new technologies, fresh strategies, bolder ambitions. But for many organisations, the reality looks different. Despite significant investments, only about one in three change initiatives delivers on its goals. Research, including studies from  McKinsey, suggests that only about one in three change initiatives delivers on its intended goals, often due to factors such as lack of clarity, poor communication, or employee resistance. Add to this the sheer volume of change, with employees now experiencing on average ten initiatives per year (up from two in 2016, according to Gartner), and the stakes become clear: transformation has the potential to propel organisations forward, or to drain energy and trust if not managed with care.

Without employee buy-in, even the most carefully designed initiatives can stall—wasting resources and leaving behind apathy, resistance, and even attrition.

Why Change Feels Hard: The Human Factor

Even the best-planned transformation can feel difficult because of the way our brains process uncertainty. Research in neuroscience suggests that the brain often interprets ambiguity as a potential threat. When our internal threat-detection systems activate, it can reduce the resources available for higher-order reasoning and planning. The result is that even small disruptions—such as a new reporting line or a software update—may trigger stress responses similar to what’s often described as a “fight-or-flight” reaction.

This helps explain why even small workplace shifts can feel disproportionately stressful, and why frequent, overlapping changes can have a compounding effect.

Today’s employees are navigating not just one change but a cascade of them—inside and outside of work. Far from building resilience, constant exposure can heighten sensitivity. Research highlights the rise of change fatigue: a state of emotional and cognitive overload marked by disengagement, diminished energy, and a sense of being overwhelmed. Left unaddressed, change fatigue can erode performance, fuel stress, and accelerate burnout.

What Works When It Comes to Change?

Effective change initiatives must do more than communicate a plan; they must anticipate the inevitable human responses and take care to provide support, psychological safety, and clear pathways for participation. In doing so, organisations can go a long way towards easing natural resistance and helping employees stay engaged with their work and dedicated to their organisations.

In this article, we’ll explore why engagement so often dips during transformation, and how coaching can help businesses not just maintain, but even strengthen, employee commitment throughout the change process.

Why Employee Engagement Drops During Transformation

Transformations are designed to propel organisations forward, but for employees, the experience can feel destabilising. Roles shift, structures evolve, and culture takes on new contours. What may look like a strategic opportunity at the top can feel like disorientation at the ground level. 

As we’ve already touched upon, there are several common reasons engagement falters during times of change:

• Uncertainty and fear of the unknown. When employees don’t know what the future holds, worry quickly fills the gaps.
  
  
• Lack of communication or perceived loss of transparency. Even when leaders are working on plans behind the scenes, silence can fuel rumors and mistrust.
  
  
• Reduced sense of control or autonomy. Transformation often brings new processes and reporting lines, leaving employees feeling like change is happening to them, not with them.
  
  
• Change fatigue. When shifts come one after another, people can feel overwhelmed and burned out.
  
  

Against this backdrop, it’s important for leaders to recognise that employee engagement during transformation is not simply about sharing information. True engagement requires emotional investment, and this rarely happens on its own—it must be cultivated.

Coaching as a Tool for Stability and Growth

At its best, coaching is a structured, supportive relationship that helps individuals reflect, grow, and navigate complexity. It combines active listening, questioning, and feedback with a focus on unlocking potential, rather than prescribing solutions.

One-to-one conversations with coaches during the change process can help ensure people feel seen and heard and empower them with a sense of agency to find a way to navigate the change that works for them. 

During transformation, coaching acts as an anchor by offering:

• A safe space to process change. Employees can voice their concerns, explore their reactions, and feel heard without judgment. This sense of psychological safety is essential to staying engaged.
  
  
• A mindset shift from threat to opportunity. Coaches help employees reframe challenges, spotting opportunities for learning, growth, and contribution.
  
  
• Alignment of personal and organisational goals. Coaching conversations help connect the dots between what the organisation needs and what individuals want for their own development.

Crucially, coaching can also help employees link organisational transformation to their own sense of purpose, bolstering their energy and commitment.

The Win-Win for Individuals and Organisations

Coaching offers tangible benefits during transformation, at both the individual and organisational level. For employees, it helps create psychological safety—a space where doubts and fears can be voiced without judgment—which in turn builds adaptability and resilience. With the support of a coach, individuals can make sense of shifting responsibilities and regain confidence in their roles. This clarity fuels motivation, as employees (re)connect with their personal values and get a clear picture of how they align with organisational goals.

For organisations, coaching decreases the likelihood that employees disengage or leave. What’s more, when people feel involved and empowered, they are quicker to adopt new ways of working and even champion change among their peers. Coaching can also help foster better communication between employees and leaders, which can in turn deepen trust and transparency—with long-term positive effects on culture as a whole. 

Building a Coaching Culture for the Long Term 

As a strategic lever for long-term engagement and resilience, coaching should ideally be much more than a temporary intervention. By embedding coaching into daily life, organisations send a clear signal: you matter, your voice matters, and we are in this together. 

Transformation may be inevitable, but disengagement is not. By weaving coaching into the fabric of organisational life, companies can turn change from a source of fatigue into a catalyst for growth: ensuring that employees are not just surviving transformation, but helping to shape it.