It takes a community
to co-create
well-being
How do we ensure employee security and well-being at a time when working life is constantly changing? See the latest figures on well-being in the sector
of financial sector employees are under stress all the time/often. This is 2 percentage points more than in 2024
of employees in acquired companies are satisfied to a lesser extent/not at all. In acquiring companies, that figure is 24 per cent
of employees in acquired companies are considering finding a new job due to the changes. In acquiring companies, that figure is 16 per cent
Well-being and change
Mergers seriously impact employee well-being – "it should set off alarm bells"
Dorrit Brandt, President of Finansforbundet
Read the article
Member statements on change
Trivselsundersøgelsen 2026
Read the figures from the survey
Dive into the report
Five specific employee ideas
The change processes described by the members as manageable are not characterised by giving all answers from day one. They are characterised by a rhythm: ongoing updates, clear announcements of what's going on at the moment, what's going to happen next and when to expect more.
The opposite – long periods without information – is consistently described as the most destructive element in a change process. Not because employees expect to know all the answers, but because the silence forces them to fill the vacuum with the worst scenarios.
It is not a prerequisite for real involvement that employees make the decisions; it's a prerequisite that they have an influence on something meaningful – the implementation, workflows, allocation of tasks, the possibility of outlining their own skills and wishes rather than being put in a box by others.
A common theme in our members’ open-ended responses is not about pay or job security – but about dignity in an exit situation. Members describe it as deeply offensive to have to leave through the back door, to keep the termination of employment a secret and that colleagues disappear without anyone knowing.
A good termination process allows the affected employee to decide how to communicate his or her exit.
One of the specific requests made by the members themselves is the possibility to leave voluntarily – offered early in the process and on decent terms. It reduces the number of forced terminations, gives those who want to leave a worthy way out and eases the pressure on those who stay.
“Our manager doesn’t know either what’s going on.”
This statement is written by one of our members. And there are others as well. Immediate managers are often left in the same uncertainty as their employees and are nevertheless expected to handle their reactions.
A good change process prepares middle managers, not only according to top management communication.
