Engagement Is Not Enthusiasm: What Employees Really Need During Change
Noah Martin
Employee engagement remains
a persistent challenge for modern organizations. According to Gallup's latest State of the Global Workplace report, only 20% of employees are engaged at work, marking a second consecutive year of declining engagement.
The consequences of this figure extend beyond workplace morale. Gallup estimates that low engagement cost the global economy approximately $10 trillion in lost productivity last year. Faced with these numbers, many leaders look for signs that employees are enthusiastic about organizational changes, but enthusiasm and engagement are not the same thing.
During periods of uncertainty, employees don't need to be excited about change to support it, but instead, they need trust, clarity, and confidence in the path forward.
Why is Enthusiasm a Poor Change Metric?
When organizations introduce change, such as leadership or organizational transitions, management often looks for excitement and enthusiasm to ensure that employees are on board, but fail to acknowledge that enthusiasm is an emotion and engagement is a behaviour.
This means that employees can appear enthusiastic for organizational goals even when they feel uncertain about what's ahead. Change naturally raises questions around workload, performance expectations, and future opportunities.
The challenge, then, is that visible enthusiasm can create a false sense of acceptance.
Employees who appear positive may still have unanswered questions, and employees who are hesitant may be viewed as resistant when, in reality, they simply lack clarity.
Employee enthusiasm does not always translate to:
Understanding why the change is happening
Knowing how the change will affect their role
Trusting the leadership's decisions
Feeling prepared for what's ahead
Feeling comfortable raising concerns
When leaders focus too heavily on immediate positivity, they risk overlooking early signs of confusion. Employees are also more likely to withdraw when they feel pressure to "get on board" before they've had time to understand and adapt.
All of this to express that leadership should aim to create an environment where employees understand what's happening and feel supported through the transition, rather than simply getting them excited for change.
What Employees Actually Need During Change
Clarity Reduces Uncertainty
One of the fastest ways to undermine engagement during change is to leave employees guessing. Employees want to understand what is happening and how it will affect them, whether that’s a new policy, restructuring, or a new tech rollout.
The National Standard of Canada for Psychological Health and Safety in the Workplace notes that workplace factors can influence employee well-being and participation. In particular, during periods of change, clear communication can reduce uncertainty and support employees as they adapt.
Effective communication should help employees answer critical questions, including:
What is changing?
Why is the change necessary?
How will it affect my role or team?
What can I expect next?
Trust Creates Stability
Employees are more willing to navigate uncertainty when they trust leadership. Trust is built through transparency, consistency, and follow-through, rather than promises alone.
Leaders can strengthen trust by:
Sharing information openly
Acknowledging challenges rather than minimizing them
Following through on commitments
Keeping employees informed as circumstances evolve
Voice Creates Commitment
Employees are more likely to support change when they feel their perspectives matter. While not every suggestion can shape the final outcome, providing opportunities for employees to ask questions, share feedback, and raise concerns helps build trust and buy-in.
Organizations can encourage employee participation through:
Team discussions and listening sessions
Employee surveys and feedback channels
Regular manager check-ins
Open forums for questions and concerns
Psychological Safety Makes It Possible
At the heart of effective change management is psychological safety. The National Standard of Canada for Psychological Health and Safety in the Workplace emphasizes the importance of creating environments where employees can participate, contribute, and safely raise concerns.
Employees should feel comfortable asking questions, expressing doubt, and sharing feedback because concerns should be viewed as opportunities for dialogue. Creating a transparent work environment puts organizations in a better position to build trust. They can also maintain engagement throughout periods of change. Ultimately, employees are more likely to move forward with confidence when they feel informed, respected, and included, even when the future remains uncertain.
Noah Martin is an HR professional at Citation Canada with over five years of experience in accessibility, health & safety, employee engagement, and multi-jurisdictional employment compliance. He has a strong background in developing and implementing employee engagement, occupational health & safety, and accessibility programs that support organizational effectiveness and compliance. He is passionate about helping organizations build inclusive, high-performing workplaces where employees feel valued and empowered. Noah partners with leaders to strengthen culture, foster a sense of belonging, and build trust, driving sustainable performance and long-term retention.
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