Workplace Disruption Is Inevitable—Disengagement Doesn’t Have to Be

Societal shifts such as economic uncertainty, political elections, and natural disasters don’t exist in a vacuum—they directly impact workplace dynamics. These global events can disrupt employees’ daily interactions, performance, and sense of security just as much as interpersonal conflicts at work. And with recent workforce trends like the Great Detachment, Fauxductivity, and Quiet Vacationing, employees are increasingly disengaging from their organizations.

Many HR and talent leaders want to support employees during times of crisis, but they aren’t always sure if their current policies and programs are effective. While companies invest in benefits, engagement initiatives, and career development to support employees throughout the talent lifecycle, the question remains: Are these efforts truly meeting employees’ needs?

Employee Expectations Have Shifted—Have Your Strategies?

The way employees view the role of work in their lives has evolved. Some expect their employers to take public stances on social justice issues, while others seek reassurance that their jobs are secure amid mass layoffs. During times of uncertainty, company leadership plays a key role in cutting through the noise and providing clarity. So, recognizing the mental, emotional, and financial toll of external events reinforces that your company wants employees to feel supported.

How Employees Want Companies to React to Social or Political Turmoil

Employees’ answers to Seramount’s survey question, “What would you like to see your company do in the face of societal and/or political turmoil? Select all that apply.”

The stressors employees face outside of work don’t disappear when the workday begins. Yet not all employees feel comfortable discussing their concerns with managers or colleagues. Some people avoid sharing differing values or experiences due to fear of judgment or discrimination. It’s essential to respect employees’ unique perspectives while acknowledging how external events influence workplace engagement.

Balancing Organizational and Individual Needs 

HR and people leaders invest significant time in designing benefits and programs that promote employee well-being. However, simply reminding employees about existing resources may not feel sufficient when they’re facing acute stress. Some organizations introduce temporary initiatives for all employees such as:

• Mental health days or flexible scheduling
• Drop-in counseling or meditation workshops
• Adjusted meeting cadences to alleviate mental strain

While company-wide initiatives are helpful, one-on-one support matters, too. For some employees, the best way to navigate a crisis is by adjusting their workload or taking space as needed. Don’t assume you know the right option for them. Managers are often the first point of contact for employees navigating difficult moments, making it crucial to equip them with the tools needed to lead with empathy. At the same time, HR teams should ensure that managers and leadership also have access to support mechanisms—caretakers also need care.

The Hardest but Most Important Step: Ask Employees What They Need

What’s the best way to know what employees need? Ask them. Rather than assuming what employees need, organizations should create structured ways to assess what employees are experiencing. These can include:

• Quick pulse surveys to track broad sentiments
• Anonymous feedback channels to surface honest concerns
• Live listening sessions for employees to engage in open, facilitated discussions

Unfortunately, employees are already skeptical about whether employers truly act on their feedback. Only 28% of employees said that their organizations generally address their feedback. When you ask for input, be ready to follow through with meaningful action and consider these questions before gathering employees’ feedback:

• Are you assessing whether your existing initiatives are working?
• What changes are you willing to make based on employee input?
• How and when will you communicate your response to employees?

Creating a Culture of Trust: Listening Beyond Surveys

Employees who feel heard—especially in critical moments—develop a stronger sense of belonging and are 4.6 times more likely to feel empowered to perform their best work. Active listening strategies help HR leaders improve morale and retention with better, data-driven decisions. Pulse surveys can quickly identify how employees are feeling but only provide surface-level data and rarely uncover the deeper issues driving those sentiments. Structured listening sessions help employees share their experiences more authentically but can be difficult to coordinate at larger organizations.

Whichever feedback tools you choose should help you regularly assess employee sentiments and the efficacy of your HR policies or programs. It’s important to share the results with a clear plan of action with your employees in follow-up. This ongoing cycle of listening, analyzing, and adjusting will strengthen your company culture and set the tone for how you navigate future crises together.

Having a strong feedback culture helps employees improve communication, increase productivity, and become more resilient. As global events continue to shape workplace dynamics, HR and talent leaders must stay connected to their workforce. Listening to employees can’t be a one-time exercise; it must be an ongoing strategy for building trust, inclusivity, and long-term success.

Find out if your talent programs and policies are effectively supporting your employees with Seramount’s holistic listening ecosystem, Assess360.