It's human nature to be wary of change, so when employees are faced with significant organisational change, such as rebranding, downsizing, or relocation, their natural reaction is to resist it, potentially thwarting company plans for a seamless transition. A recent survey by change implementation consultancy Changefirst found that following major change only 37 per cent of employees will be committed; 25 per cent will resist it; and 38 per cent will accept it, but will need more support from the organisation to help them be effective.

The reasons for such low levels of employee commitment include poor communication of the change process, a failure among leaders to win support from their people, and a failure among workers themselves to recognise the need to personally change the way they work.

Changefirst's managing director David Miller says: "Without proper support from the organisation, employees who cannot see a real personal need for change may end up complying with it, but not fully committing to it."

A dearth of senior and middle management role models and complacency among project leaders were also cited as reasons for staff resistance to change.When the Lancashire-based bakeware manufacturer formerly known as Ian Wilkinson underwent a change of ownership and rebranded to become the More Than Group, communication and leadership role modelling were central to the change process.

Chairman Peter Shearon says: "We are implementing significant change, and this has involved slight alterations to individual roles. However, our policy of inviting all staff members to our monthly meetings helped to ensure their engagement in the plans and the process from day one."All well and good when you employ less than a dozen people, as More Than Group does. But Shearon is adamant that workforce size is no excuse for poor communication, which should include regular opportunities for discussion, one-to-one meetings, and staff newsletters.

He also admits that his own positive approach to change may have won the "hearts and minds" battle and rubbed off on the rest of the staff. "I love change," he says. "I embrace it; as long as it is for a reason, and one that can be made clear to everyone in the organisation. When people see that the world doesn't come to an end, they are much more receptive to any subsequent changes."

But the real key to smooth transition and effective change, says Dr Rob Yeung, director at business psychology consultancy Talentspace, and author of The Rules of Office Politics, is making everyone in the organisation feel involved from the start.

"A lot of firms will appear interested in their employees' opinion, asking for their views on forthcoming changes and promising to take them on board, but often that is the last the staff members hear of it," he explains.

"What leaders should be communicating to their employees is, having listened to their ideas and their concerns, what they will implement and what they won't, giving clear reasons. Employees will then feel involved, engaged, and therefore more willing to go the extra mile, even when facing change," says Yeung.