Nike Sparked a Conversation. Here’s What HR Should Hear in It.

A Shift at Nike That Reflects a Bigger Pattern

Nike’s recent decision to eliminate its annual wellness week—part of a broader push to “get back to winning”—reignited a familiar conversation in HR circles. Not because organizations can’t revisit perks but because decisions tied to well-being land differently today. Burnout, mental-health strain, and change fatigue remain top of mind for employees and CHROs alike. When shifts feel abrupt or disconnected from what people are experiencing, reactions are quick, emotional, and often public.

But this moment isn’t really about Nike; it reflects a broader pattern playing out across industries. Over the past few years, organizations in technology, financial services, retail, and other sectors have found themselves in the headlines not because of what they changed but because of how the change was introduced. A clear example came earlier this year when Amazon announced a new return-to-office mandate. The policy itself was not exceptional, but the rollout created friction as employees raised concerns about space constraints and circulated petitions. Media coverage highlighted the gap between what leaders intended and what employees actually experienced.

When Trust Breaks Down, It Usually Starts Small

These reactions were not all about office policies, perks, or schedules. At their core, they were about trust and the gap that is formed when employees feel excluded from decisions that affect their well-being, workload, and day-to-day experience. A breakdown in trust rarely happens all at once; it usually builds when early signals aren’t fully understood or acted on.

HR leaders from many organizations often tell us that warning signals were present prior to the disruption, but existing listening tools did not surface them clearly or early enough. Although employees were asking more questions in town hall meetings, managers were expressing hesitation about new expectations, and survey comments hinted at strain even when scores looked stable, many organizations relied on what we often see in moments of pressure: a top-down announcement meant to provide clarity but experienced by employees as a decision made without their input. When that happens, it is evident that early warning signs largely went unnoticed, and small issues can quickly turn into outsized disruptions, reputational risk, or talent loss.

The Environment Is More Fragile Than Leaders Realize

Today, the stakes are even higher. Organizations are moving quickly to restore optimal productivity, accelerate AI adoption, manage costs, and make hybrid work function more smoothly. In an employer-driven labor market, many leaders feel they have more room to set expectations and move quickly. But the pendulum will shift again, and the way companies navigate this moment will influence whether their top talent chooses to stay when opportunities open up. Employees are already carrying heavy workloads, navigating uncertainty, and expressing growing concerns about mental health. That tension creates a fragile environment, and it becomes even more pronounced when companies push forward without fully understanding how changes will land with the people expected to carry them out.

Why Listening Needs to Look Different Now

This is where a more comprehensive listening approach can help leaders move with confidence and reduce unintended consequences.

Listening goes beyond measuring sentiment; it requires understanding the experiences and pressures shaping how people respond to change. We start by listening in ways that make it safe for people to be honest, giving leaders a clear view into what is actually getting in the way of their strategic priorities. That includes not just what employees say but also the frictions, gaps, and disconnects that determine whether an initiative gains traction or stalls. Assess360 surfaces the factors that can slow momentum and the conditions that can help change take hold. We then translate what we learn into practical guidance and focused priorities that help leaders communicate clearly and act with surety.

Organizations that navigate high-stakes decisions most effectively share a common approach: They bring employees into the process early. Whether the change involves benefits, hybrid expectations, productivity goals, or new technology, these organizations treat listening as part of the strategy itself, not a step that happens afterward.

When change makes headlines, it is often because employees felt blindsided, not because the decision itself was unpopular. Listening early and bringing people into the process reduces the risk of excluding employee input and creates the alignment needed for change to take hold successfully.

The Path Forward for HR

If HR leaders want to reduce backlash, strengthen trust, and ensure alignment and adoption of a given policy or decision, it begins with listening deeply before moving forward. Assess360 gives organizations the insight and guidance to make decisions that land well and will take hold.

If you want to understand how deeper listening can reduce friction, build alignment, and support successful change, please contact us.