One in four managers consider quitting due to people management pressures, Ciphr finds

Managing grievances, disciplinary procedures, dismissals or redundancies was cited by 25%, while 24% struggled with challenging behaviour in their teams.

Other pressures included more meetings and extra administration, both at 21%, enforcing decisions they disagreed with at 20%, unrealistic expectations and absence management at 19%, and workplace conflict and critical feedback at 18%.

Reducing red tape was the most requested improvement, cited by 24% of managers. 

Higher wages were backed by 22%, while 20% wanted management training and better support from leadership.

Managers also wanted fewer and shorter meetings and more realistic targets, both at 19%. 

18% wanted less administration and low-value work, while 17% called for more tailored health and wellbeing support.

Claire Hawes, chief people and operations officer at Ciphr, said: “The message to employers is clear: They need to ensure more manageable workloads and provide further support and training for their managers, or risk losing them to other organisations that will.

“Managers are often being asked to achieve more with less budget and resources. 

“They need to support their team’s development and wellbeing, while being accountable for their performance and productivity.”

Hawes added: “The time and energy involved in balancing the people management side of their jobs with their other duties isn’t always acknowledged. And that can lead to increased stress too.

“Line managers have a crucial role to play in helping to ensure a great employee experience. 

“If they are frequently overworking, and aren’t taking the downtime they need, then it’s going to have a knock-on impact on their team, and across the business, down the line – presenting through absence, low productivity and morale, and higher turnover.”

She said: “You can have the best strategy, products, or technology but if you don’t look after your people then success simply isn’t sustainable.

“It’s in an employer’s interest to understand how their managers are feeling. 

“Ciphr’s research identified a significant sentiment gap between junior managers, middle managers and senior managers.”

She added: “Encouraging regular and ongoing feedback from employees of different ages and seniority levels helps organisations see what they are doing right and what they may need to improve. 

“Whether it’s introducing no meeting days, or investing more in people management software, or a complete overhaul of outdated processes – it all lightens the administrative load on your managers.”

Ciphr recommended encouraging staff to switch off outside working hours, take regular breaks and holidays, and avoid working while ill.

It also called for regular management training, clear access to HR guidance and wellbeing support, and standard processes for performance, absence and recognition.

Other steps included reviewing workloads and deadlines, holding regular one-to-one meetings, training managers to spot signs of mental distress and clearly communicating company goals and responsibilities.