The phenomenon of ‘accidental managers’ - employees promoted to management roles without proper training or support - is increasingly evident across Europe. To explore this issue, international recruitment specialist Robert Walters conducted a comprehensive survey among European professionals.
Advancing to a managerial position is a pivotal moment in a professional’s career. However, many feel ill-equipped to handle the transition. The survey reveals that 65% of managers did not feel adequately supported upon promotion. Among them, 30% struggled with imposter syndrome, 24% felt overwhelmed by their responsibilities, and 12% identified a lack of resources and support.
"Before promoting employees, it's crucial to establish a solid support system," emphasizes Christian Atkinson, Country Director at Robert Walters Switzerland.
Neglecting to train future managers not only sets them up for failure but also negatively impacts the company.
"Poor management is a leading cause of employee turnover."
A significant 68% of surveyed managers reported being promoted without formal recognition - no official announcement, job title change, or salary adjustment. This lack of recognition can diminish their productivity and sense of belonging, particularly in an increasingly complex managerial landscape.
"Today's managers face unique challenges, including the integration of hybrid management practices and addressing mental health concerns," notes Christian. "They also need to navigate the dynamics of intergenerational teams, particularly with the rise of Generation Z in the workplace."
Effective management isn’t a matter of improvisation. It requires guidance and training. Yet, 35% of managers have not received any formal management training. Among them, 27% were never offered training, while 8% were promised training that has yet to materialize. Despite these challenges, 67% of respondents have actively requested training, underscoring the need for better support.
For those who haven’t sought training, 42% cite time constraints, 46% point to budget cuts, and 10% fear negative perceptions from their employers. "Beyond traditional training programs, which often focus on theoretical aspects, companies should consider mentoring as a practical way to support new managers”, suggests Christian.
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