In a rapidly evolving world marked by digital transformation, geopolitical shifts, and an increasingly dynamic workforce, our data at Top Employers Institute reveals that Top Employers in Türkiye are making impressive strides in preparing their organisations for change. Recent year-over-year data from Top Employers’ shows meaningful improvements across several key HR practices, signalling a growing national emphasis on adaptive, forward-thinking workplace strategies. 

Measurable progress in change management 

Based on Top Employers Institute’s survey data, here are the standout areas of improvement in Turkish HR practices: 

These improvements are more than just numbers—they reflect a growing maturity in how Turkish organisations approach transformation. 

Why these improvements matter 

1. Build resilience through change champions. 

With a 10% boost, the use of change champions—employees who actively promote and support transformation—has been a standout area of growth. This is crucial in Turkish organisations, especially where hierarchical structures and traditional leadership models can sometimes slow adoption. A meta-analysis of 54 studies encompassing 13,914 teams reveals that hierarchy can hinder the effectiveness of teams in terms of collaboration and performance over time. Champions bridge the gap between leadership and employees, fostering trust and faster alignment with change initiatives. A McKinsey report also stated that transformations are more successful when employees take initiative and voluntarily step into roles during the change process, rather than waiting for top-down direction. 

2. Flexible change methodologies help in a dynamic working world. 

An adaptable methodology (+9%) ensures that organisations can respond to unforeseen challenges, be it economic volatility, regulatory shifts, or a global crisis like a pandemic. In a country like Türkiye, navigating both regional geopolitical tension and a young, tech-savvy workforce demands agility. Flexible change frameworks give organisations the tools to pivot effectively. Similarly, according to the Agile Türkiye 10th Agility Report, 89% of respondents stated that agile practices positively contributed to their ability to manage changing priorities. 

3. Inclusive engagement enhances morale and retention. 

Engaging employees in change (+7%) reflects a cultural shift toward participatory leadership. Involving employees in decision-making processes not only reduces resistance but also boosts morale and loyalty. On a global level, Gallup’s 2025 State of the Global Workplace Report highlights serious challenges: employee engagement in Türkiye is at just 10%, placing the country among the five lowest in its region. Additionally, with 69% of employees experiencing daily stress—the highest rate in the Middle East region—it’s no surprise that Top Employers stand out by actively improving employee engagement, which directly supports morale and retention. 

4. Sustained success through follow-up is essential. 

Post-change follow-up (+7%) indicates that organisations are no longer stopping at implementation; they are evaluating outcomes, learning from the process, and continuously improving. As noted by McKinsey & Company, an organisation’s effort continues even after implementation. Research from both Harvard Business Review and McKinsey & Company confirms that this cyclical feedback approach is crucial for sustaining a competitive advantage and operational efficiency.  

5. Strategic support for managers matters. 

Supporting managers (+3%) to mitigate adverse impacts ensures that mid-level leaders, often the most stressed during transitions, are equipped to manage their teams compassionately and effectively. As highlighted by Harvard Business Review, empowering mid-level managers with the right tools and authority enables them to lead transformation efforts more effectively and support their teams with empathy and clarity. 

6. Institutionalising change readiness helps long-term sustainability. 

Finally, defining change management as a core capability (+6%) signifies that transformation is no longer seen as a one-off project, but rather as an ongoing organisational priority. In Türkiye’s dynamic economic landscape, this shift is vital for long-term sustainability. On a global scale, the relevance of change management is further reinforced, as it continues to rank among the top five priorities for HR leaders, according to Gartner’s Top 5 HR Trends and Priorities Report. 

Conclusion – a broader reflection of Turkish growth 

These gains are especially significant considering Türkiye’s increasing push toward digitalisation, labour market reform, and EU-aligned labour practices. As organisations face talent shortages, generational shifts, and rising employee expectations, a proactive stance on change has become essential, not optional. 

By embedding change-readiness into the heart of HR strategy, our Top Employers Institute’s data shows that Turkish employers are not just keeping pace—they’re helping set the pace. And that is something worth celebrating. 

Find more strategies and trends to improve your workplace for all your employees in our World of Work Trends 2025. 

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