The findings, published by recruitment firm ManpowerGroup in its Global Talent Barometer report, show that 86% of managers identify economic instability, corporate restructuring and mass layoffs as their greatest career threats.
Meanwhile, employer hiring intent has dropped by 12% quarterly, return-to-office mandates are affecting 66% of workers and 41% fear replacement by automation, according to ManpowerGroup's data.
“Too many businesses are failing to give employees a clear framework for how their role drives performance,” said Daniel Snell, co-founder at leadership consultancy Arrival, who believes that HR leaders have a critical role in supporting and empowering managers.
Speaking to HR magazine, he continued: “Without that clarity, confidence drops, anxiety rises and productivity suffers.”
Read more: How can HR balance managers' and employees' mental health?
Highlighting managers as “unsung heroes,” organisation development specialist Paul Taylor-Pitt, who is also director of the Metamorphosish consultancy, suggested that if leaders of worried managers are confident in navigating change, it can stem anxieties. He told HR magazine: “A manager's confidence in navigating change is a priceless gift to their staff, helping everyone see more of what's possible, even in difficult circumstances.”
To mitigate against fears of job loss, Elizabeth Cowper, chief people officer for the sustainability-focused tech business Gen Phoenix, suggested that HR professionals upskill managers in change leadership while equipping them with decision-making insights. Speaking to HR magazine, she said: “Creating safe spaces for employees to have a voice is critical. This means supporting managers with coaching, resilience training and frameworks for managing hybrid teams, helping them lead with confidence despite external pressures.”
Sarah McIntosh, chief executive of Mental Health First Aid England, emphasised that building managerial confidence requires investing in people, not just processes. She told HR magazine: “Organisations must ensure that managers are equipped to lead with empathy and prioritise psychological safety, particularly in times of change. Clarity and compassion are not opposites. They're essential partners in sustaining trust.”
Read more: Half of British employees are put off by management careers
McIntosh stressed the importance of transparent communication during restructures: “People want to hear the truth clearly, compassionately and from leaders they trust. How you handle these moments will shape your culture long after the decisions are made.”
Recognition also plays a vital role in building managerial confidence, according to Andrea Rowe, people and culture director at global engagement agency BI Worldwide. Rowe cited the company’s 'Rules of Engagement' research, when speaking to HR magazine: “Employees who receive fair, timely and sincere recognition are around seven times more likely to say: ‘I belong here’. That sense of belonging directly strengthens managers’ confidence.”
For practical support, Emily Bennett, technical HR consultant at employee relations company AdviserPlus, recommended that HR professionals use tech tools to free managers from mundane tasks, “allowing them to become more effective people leaders, focus on team development and gain greater confidence in their leadership roles – vital for navigating challenging times”.
For its Global Talent Barometer, ManpowerGroup surveyed almost 14,000 workers across 19 countries, between 14 March and 11 April 2025. Findings were published on 24 June 2025.
