Transformation vs. stability: Maintaining stability through periods of change

26/2/25

In today’s ever-changing business landscape, organisations are required to transform and change more than ever to keep up and stay relevant.

Giving employees a sense of stability in their roles is essential for performance, morale, and retention, however, achieving this in periods of transformation can prove tricky for companies. By their very nature, transformation projects result in change. But, with just 20% of people comfortable and in support of change, that leaves a significant percentage of employees not on board.

So, with stability being not only the key to retaining employees and keeping them engaged, but also laying the foundation for the long-term success of the transformation process itself, what can organisations do to ensure they achieve it?

Top tips for creating stability in transformation

It's a risky time concerning talent retention at the moment, with one study suggesting that one in three workers are looking for new jobs in 2025. With that in mind, maintaining a sense of stability and security within teams during change projects and as they land into BAU is crucial for retention. Here, we will run through some of Grayce’s top tips for maintaining stability throughout a transformation project and into the future.

1) Focus on regular change communication

Companies undergoing transformation projects need to find a way to build a continuity of communication. Open, transparent, and regular communication is extremely important when fostering a sense of stability.

Teams should understand the nature of the change, the reason for it, the results it is expected to have, how it impacts the company and, most importantly for them, how it will affect their roles. This ensures colleagues aren’t blind-sided by the changes.
Today’s new ways of working have compounded the difficulty of effective change communication, with more companies than ever having employees working from separate locations.

Managing complexities of separate locations, technologies and time zones requires a thoughtful approach to change communication. Being able to deliver messaging to all relevant stakeholders and team members with the right cadence will lead to fewer instances of team members hearing about changes on the grapevine, which so often leads to frustration on both sides.

Depending on the size of the transformation, it is worth considering deploying a specialist team of change agents to communication project updates. The communications team whose core aim is to keep people updated at every stage of the transformation, communicate the ‘quick wins,’ and address any concerns quickly and directly. When people understand the direction of transformation, they are more likely to stay engaged and motivated.

2) Set realistic timelines and project plans

Another way to boost employee stability is ensuring the transformation is properly strategised and planned from the outset, with realistic timelines set for key milestones. Trying to do too much, all at once, and too quickly, can lead to ineffective projects, change fatigue and disengagement.

It sounds obvious but breaking processes down into clear and simple steps, with achievable timelines, can help manage any unrealistic expectations. A manageable plan allows for smoother execution and better overall performance. In the case of a digital transformation, for example, where organisations are trying to implement new technology into their workflows, giving teams the appropriate time and necessary upskilling with the technology will maintain stability and lead to better, more informed usage down the line.

3) Focus on continuity to ensure stability throughout all stages of transformation and into BAU

Another sure-fire way to increase stability during transformation projects is creating continuity within the core transformation team.

The Grayce model is a perfect example of how this can be done effectively. We recruit year-round for high-calibre talent, creating the right blend of skills and behaviours needed for the successful delivery of change and transformation. Grayce analysts are placed within businesses to support with transformation projects and are trained to add value from the very start.

Our analysts will often transition to permanent teams within the business they are placed into after two years, to encourage continuity and reduce the knowledge that often occurs once a project is completed. Our latest research reveals that 34% of c-suite execs say loss of IP is a problem when using short-term contractors, consultants or analysts within C+T projects, the Grayce model can provide a level of continuity once the programme is moved into BAU management.

4) Equip your teams for ongoing change

Finally, organisations should approach transformation projects with the mindset of change being something to master, not a one-off event. Change and transformation is an ongoing process, so treat it this way.

The biggest sticking points in transformational projects tend to be organisational, not technical. So, building up change capabilities consistently is key to be equipped for current and future transformations. By properly equipping colleagues on how to deal with change, there will be less resistance to it, and many will start to actively embrace it and become advocates, which will naturally lead to better stability.

By working with teams on their change-resilience, organisations can create a culture that is agile and welcoming of future transformations. While within large organisations this might seem like a mammoth task, firms would be sensible to start with leaders and ensure they are equipped to drip-feed this down throughout the entire company.

Effectively employee engagement is the key to stability

Ultimately, creating stability during a transformation project is about navigating change in a thoughtful, structured way that keeps employees informed, engaged and confident. By prioritising open communication, planning, clarity, and long-term change management capabilities, organisations can set themselves up for both immediate and future success. Remember that change is inherently a people process, not a tech process, and it should be managed accordingly.

Whether it’s for short-term capacity or a long-term capability build, Grayce delivers a solution that works, contact us today for more information.