This insights post is a summary of the blog post published by Mahlab. View the full article at: How can we keep employees onboard during disruptive times? By embracing belonging communications.
Australian and Asian markets have been weathering relentless restructuring, particularly in the technology sector. In the first quarter of 2026 alone, global tech layoffs surpassed 78,000, with significant portions hitting regional hubs. High-profile restructures such as Atlassian’s reduction of 1,600 roles and Telstra’s AI-driven cuts have sent shockwaves through a workforce already weary from years of volatility, according to research by Mahlab, Worldcom’s Australian partner.
Remaining employees are reaching points of functional disengagement, with “job hugging” behavior on the rise. That means disengaged employees stay in their roles for stability, but they offer little discretionary effort or innovative thinking. In this climate, traditional, top-down communications often fail. The messages can appear to be tone-deaf to the genuine anxiety of a workforce fearing for their own fate.
Understanding the Crisis
The conditions leading to organizational apathy originated with AI entering strategic business conversations. Against rising costs and heightened competition, leaders looked to automation to drive growth. A clear message filtered through organizations: AI is now our key growth engine.
However, Gartner predicted AI was entering the “trough of disillusionment.” While delivering efficiency gains in pockets, it wasn’t moving the needle on the growth CEOs sought—expansion into new markets or development of new products.
Simultaneously, employees were being asked to absorb more change, more often. New systems, organizational restructures, budget freezes, other economic forces are constantly in the air. In addition, there are larger pressures of inflation and geopolitical instability to contribute to the rise of change fatigue. Research shows that the more change employees experience, the less change they’re willing to embrace. When leaders needed innovation from their people, many were met with apathy.
Belonging Communications as an Antidote
The conditions creating apathy remain in play. Cost-of-living challenges outstrip wages. Flexible work remains debated. Trust in leadership is increasingly fragile. That’s where belonging communications come in.
Where traditional communications focus on telling employees what they must do—often in compliance, performance, or policy contexts—belonging communications place the employee at the center of the message. They don’t just instruct; they invite. They help employees understand why change is happening and how their contributions move the business forward.
Traditional approach: “Completion of this training is required by Friday. Failure to complete it may impact your performance review.”
Belonging-led approach: “We’re rolling out a new way of working in the coming months. Do you want to be one of the first to try it and share your feedback?”
One assumes resistance. The other sparks curiosity. Belonging communications isn’t about handing over the reins. It is about creating buy-in by fostering psychological safety and giving employees a sense of shared ownership.
The Power of Authentic, Jargon-Free Messaging
For belonging communications to land, authenticity is non-negotiable. Employees shouldn’t have to decode your messaging. If they find themselves rolling their eyes at business-speak, you’ve lost them. Too often, change communications fail to answer the one question employees care most about: what does this mean for me?
Moving Forward
Small, strategic changes to how organizations communicate can play a powerful role in preventing organizational apathy during an era of mass restructuring. By embracing belonging communications, organizations create psychological safety, foster shared ownership, and help employees remain engaged and committed even in uncertain times.
To find more examples and get details on the belonging-led approach, read the full article at: How can we keep employees onboard during disruptive times? By embracing belonging
