Abstract
This study explores the influence of internal communication and organisational change on employee well-being in South Africa’s financial services sector. Operating in an environment marked by economic volatility, digital disruption, and continuous change, the sector faces growing levels of change fatigue, leading to employee disengagement and burnout. Drawing on a transdisciplinary framework that integrates perspectives from strategic internal communication, people management, and change management, the research examines how these disciplines intersect to shape employee experience during times of change.
Using a qualitative methodology, data was collected through semi-structured interviews with senior leaders across four leading financial services organisations. Thematic analysis revealed that while effective communication, empathetic leadership, and employee involvement can foster resilience, trust, and engagement, poorly managed change processes increase anxiety, job insecurity, and disengagement. Findings highlight the approaches of internal communication, people management, and change practitioners, and underscore the need for integrated, cross-disciplinary strategies.
The research proposes the BRIDGE framework as a practical model for strategic change communication that emphasises a shift from reactive internal communication to proactive strategy. By embedding employee well-being as a foundational principle, the framework provides internal communicators with a roadmap to navigate change communication more effectively. This research contributes to academic literature and industry practice by establishing that employee well-being is central to organisational resilience and long-term success in South Africa’s financial services industry.