Two technology team members in conversation at a shared desk in a modern open-plan office, working through a period of organisational change.

Resilience Science & Research

How a 334-Person Technology Team Cut At-Risk Profiles by 44% Through a Restructure

Resilience Institute · Weekly Resilience Brief · 5 minute read

You protect employee resilience during a restructure by measuring it before the change lands, building support around what that measurement shows, and measuring again afterwards. At Fletcher Building’s Group Technology team, that approach covered 334 participants, and the number of individuals at risk fell by 44% while customer satisfaction rose by 25%.

Table of Contents

Key Takeaways

Measure first. Fletcher Building’s Group Technology division ran resilience assessments before any training began, so the programme was built on the team’s own data.
The result was measurable. Across 334 participants, individuals at risk fell by 44% and customer satisfaction rose by 25%.
The pressure is common. Deloitte’s 2026 Global Human Capital Trends research found that a third of employees went through more than 15 major changes in a year, and only 27% of leaders say their organisation manages change effectively.
The people who stay need support too. SHRM’s guidance on survivor syndrome points to open communication, trained managers and managed workloads.

What happened when Fletcher Building’s Group Technology team moved into one central hub?

Fletcher Building, a global construction company with more than 20,000 employees, moved its Group Technology division from several independent teams into a single central hub that supports every business unit. The move left more than 300 staff with open questions about their roles, their relationships and their identity.

A reorganisation on this scale changes who works with whom on the same day it changes who reports to whom. The division still had to serve every business unit while it settled into the new structure.

Resilience Institute designed a custom programme for the division. In total, 334 people completed it.

Why do restructures put service quality at risk before they put jobs at risk?

Restructures put service quality at risk because the people delivering the service absorb the uncertainty first. Their workload and their stress rise at the same time as the structure around them changes.

The scale of change is now high. Deloitte’s 2026 Global Human Capital Trends research, which surveyed more than 9,000 business and HR leaders in 93 countries, found that a third of employees went through more than 15 major changes in the last year. Only 27% of those leaders said their organisation manages change effectively.

Singapore employers face the same pressure. The Ministry of Manpower’s Labour Market Report for the second quarter of 2026 recorded 4,620 retrenchments, or 2.0 per 1,000 employees, up from 3,830 in the first quarter. MOM attributed the rise to business reorganisation and restructuring, mainly in manufacturing, information and communications, and financial services.

The people who stay carry a load of their own. In SHRM’s guidance on survivor syndrome, Scott Nostaja of Segal describes remaining employees who feel guilt and anxiety, distrust leadership and lose motivation, while tasks shift to a smaller group.

What did the resilience assessment show before any training started?

The Group Technology division ran resilience assessments across the whole team before training began, which gave the programme a baseline and a team-level view of where pressure sat. The assessment data then shaped the content of the training.

Starting with measurement changes what the programme can do. With a baseline, the training targets the pressures this group actually faces instead of a generic curriculum, and the second measurement can show what changed.

The Resilience Assessment measures 50 factors of individual resilience, and the results roll up into team-level profiles that HR and business leaders can read.

How was the programme built around the team’s own risk profile?

Fletcher Building’s programme was a custom design built around the pressures of the restructure. It gave staff practical tools for handling change, managing stress and staying effective under pressure, and it was delivered at scale across the division.

The assessment data decided the emphasis. That is the difference between a programme designed for a restructure and a wellbeing offer that sits alongside it.

What changed: 44% fewer people at risk and 25% higher customer satisfaction?

After the programme, the number of individuals at risk in the Group Technology division fell by 44%, and customer satisfaction rose by 25%. The second result matters most to the business, because customer satisfaction is measured outside the team.

Measure	Result
Participants who completed the programme	334
Individuals at risk	44% reduction
Customer satisfaction	25% increase

We report the two results together and do not claim that one caused the other. What they show is that a technology team can come through a restructure with fewer people at risk and with the service it provides to the business improving.

What did the CIO say, and what can you apply before your next restructure announcement?

John Bell, Fletcher Building’s Chief Information Officer, said of the programme:

“This is a program that genuinely helps people improve their well-being and health as individuals.”

You can apply three actions before your next announcement:

Baseline your teams before you announce. Measure resilience at team level while the structure is still stable, so you can see where the pressure will fall and have a number to compare against later.
Equip managers first. SHRM’s guidance recommends preparing managers to answer employee questions and guide their teams, and to keep communicating after the announcement about whether the changes are achieving their goals.
Manage the workload. Streamline processes, remove nonessential tasks and involve the people who remain in how work is redistributed.

Then schedule a second measurement. It tells you whether the support worked, and it gives your board a figure instead of an impression.

If a restructure is on your calendar, the most useful conversation to have first is about your baseline. Book a discovery call with Resilience Institute to see how a Change Agility and Adaptability programme starts with measurement.

FAQ

Frequently Asked Questions

Find answers to some of the most common questions about this topic.

How do you measure employee resilience during organisational change?

You measure it with a validated assessment taken before the change and again afterwards, ideally at team level as well as individual level. At Fletcher Building, resilience assessments ran across the Group Technology division before training began, and the results shaped the programme. Resilience Institute's Resilience Assessment measures 50 factors and produces both individual and team profiles.

Can resilience training improve customer satisfaction?

In the Fletcher Building case, customer satisfaction rose by 25% in the same period that individuals at risk fell by 44%. The case reports the two results together and does not establish that one caused the other. The finding is a reason to measure both in your own organisation.

What should HR do before announcing a restructure?

HR should align with senior leaders on timelines and processes, explain the reasons for the change, and prepare managers to answer employee questions before the announcement. SHRM's guidance also recommends being fair in how decisions are made and offering support services to everyone affected.

What happens to employees who stay after a restructure?

Employees who stay often feel guilt and anxiety, distrust leadership and lose motivation, a pattern known as survivor syndrome. Their workloads usually grow as tasks move to a smaller group. SHRM's guidance recommends open communication, trained managers and fair workload management to reduce the effect.

How common is change overload at work?

It is common. Deloitte's 2026 Global Human Capital Trends research found that a third of employees went through more than 15 major changes in the last year, and only 27% of surveyed leaders said their organisation manages change effectively.