The Building Human Workplaces report paints a worrying picture of workforce stability, noting a substantial portion of managers and staff are considering leaving their employers within the next year and reporting rising levels of stress and burnout. According to research from The Conference Board and SHRM (Society for Human Resource Management), the way organisations communicate and promote wellbeing strongly shapes employees’ engagement and intent to stay, with clear, regular messaging linked to improved wellbeing and trust.

Building trust through transparency

Leaders who make information available and run frequent feedback loops reduce the space for speculation and mistrust, a point underscored by SHRM’s findings that transparent leadership materially increases engagement. Industry guidance therefore recommends structured check-ins and digital channels that keep teams informed and invite dialogue, helping align staff around shared goals.

Anchoring teams through management

Manager capability is a decisive retention lever. The Building Human Workplaces report highlights gaps in formal management development and signals many managers feel overburdened. Independent studies show management coaching and training deliver measurable uplifts in manager effectiveness and team outcomes, making targeted investment in coaching and leadership skills a cost-effective way to stabilise teams.

Recognition as part of the operating system

Recognition sits at the centre of day-to-day motivation. Large-scale analyses by Workhuman and Gallup demonstrate that regular, high-quality acknowledgement from peers and leaders correlates with lower burnout, stronger purpose and better emotional wellbeing. Embedding recognition into routine workflow, whether through informal praise or technology-enabled programmes, appears to reduce turnover risk and bolster discretionary effort.

From policy to practice

Wellbeing initiatives must be both substantive and well communicated to be effective. The Conference Board’s research finds that employees who say their wellbeing improved frequently attribute that change to clear organisational messaging about available support, while many workplaces still lack programmes that match employee priorities such as emotional health. Conspicuous, consistent promotion of benefits and accessible support pathways increases the likelihood employees will use and value those resources.

Interventions that reinforce each other

Practical steps for employers therefore include strengthening transparent two-way communication, expanding manager training and coaching, and formalising recognition practices that affirm contribution and reduce burnout. Evidence from multiple large studies suggests these interventions work together: better communication increases awareness of wellbeing offers; skilled managers translate strategy into humane day-to-day leadership; and regular recognition sustains engagement and purpose.

Long-term workforce resilience 

Taken together, the research implies a simple strategic pivot: move beyond episodic initiatives and design an integrated employee experience that normalises open information flows, equips managers to lead supportively, and makes recognition routine. Organisations that implement these measures can expect to strengthen retention, reduce burnout and build a more resilient workforce prepared for the challenges ahead.

Improving employee engagement is a long-term commitment. Click here to see this years Reward and Payroll Summit agenda, with sessions dedicated to engaging your employees and ensuring they get the most from your reward programs