Managers taking on growing wellbeing role without enough support

Managers are taking on increasing responsibility for employee wellbeing, engagement and burnout prevention, but many say they lack the resources and organisational support to do the job effectively.

According to a study from Boostworks, of more than 2,000 employees across Britain, 83 per cent of people believe the role of the manager has changed during the past five years.

Supporting employee wellbeing was identified as the biggest change, cited by 37 per cent, followed by managing hybrid or remote teams and promoting diversity, equity and inclusion, both at 31 per cent.

Managing workloads and preventing burnout was cited by 28 per cent, the same proportion that identified increased responsibility for performance and productivity.

Among respondents with line management responsibilities, 94 per cent said they now feel responsible for employee wellbeing, while 96 per cent feel responsible for employee engagement and morale.

A further 95 per cent said they are responsible for creating a positive employee experience, 92 per cent for supporting career development and 91 per cent for creating a culture of recognition. However, 74 per cent of managers said they face at least one organisational barrier to recognising and supporting their teams effectively.

A quarter cited insufficient budgets and resources, while 22 per cent pointed to a lack of clear processes and tools. Hybrid working was identified as a barrier by 20 per cent and 19 per cent said their organisation did not prioritise recognition.

The findings raise questions for UK employers about how far responsibility for workplace health and wellbeing is being transferred to individual managers without the training, capacity or systems needed to support them.

Jo Werker, CEO of Boostworks, said: “For years we’ve talked about employee engagement as though it’s simply something managers should deliver. What this research shows is that businesses have quietly transformed the management role without redesigning how to support the people doing it. “Today’s managers are expected to be coaches, wellbeing advocates, mentors, communicators and culture builders alongside running the day job. Too many are telling us they don’t have the resources, processes or organisational backing to fulfil that role.”

Managers also appear to be using their own time and money to fill gaps in organisational support.

Nearly half (46 per cent) of those surveyed said they regularly recognise and motivate team members in ways that go beyond what is formally expected of them.

More than a third, 37 per cent, have personally paid for food, drinks or treats for their teams, while the same proportion have spent time outside their normal responsibilities supporting employee wellbeing.

Almost a third, 32 per cent, have arranged team social activity in their own time and 30 per cent have spent their own money on team activities, gifts or celebrations.

The research also identified a disconnect between HR leaders’ perceptions and managers’ experiences.

While 92 per cent of HR decision-makers said they were confident managers were equipped to recognise and reward employees effectively, 74 per cent of managers reported facing structural barriers.

Only 65 per cent of managers said they themselves were recognised meaningfully by senior leaders.

That support could have wider consequences for workplace culture. More than three quarters, 76 per cent, of managers said feeling recognised by senior leadership made them more likely to recognise their own teams.

The manager relationship could also have implications for retention, with 91 per cent of employees saying their relationship with their line manager plays an important role in whether they stay with or leave an organisation.

Werker added: “This isn’t about blaming managers. Quite the opposite. Most are already doing everything they can to support their teams, often going beyond what’s expected and even using their own time or money to do it.

“If organisations want better employee engagement, stronger workplace cultures and higher retention, the answer isn’t simply asking managers to do more. It’s giving them the tools, resources and confidence to succeed in a role that has fundamentally changed.”