--- description: From training programs to tech solutions or quality feedback, what HR strategies can help today’s middle managers overcome burnout? image: https://gdm-localsites-assets-gfprod.imgix.net/images/capterra/og_logo-e5a8c001ed0bd1bb922639230fcea71a.png?auto=format%2Cenhance%2Ccompress title: Supporting middle managers: HR strategies to prevent burnout --- # How HR can support the overworked middle manager Canonical: https://www.capterra.co.uk/blog/4596/middle-manager-burnout-how-employers-can-support-them Published on 19/03/2024 | Written by Eduardo Garcia. ![How HR can support the overworked middle manager](https://images.ctfassets.net/63bmaubptoky/4vC5jYlGjjUVghGUeBScI3/a3fc9f0b765aedc8c4819aa91fdb3c44/MicrosoftTeams-image__26_.png) > Middle managers are an essential puzzle piece in organisations, bridging the gap between senior leadership and frontline employees. However, according to research by Capterra, they often grapple with excessive workloads, lack of support, and inadequate training. What can HR managers and senior leadership do to help middle managers thrive amidst the demands of their roles? ----- ## Article Content Middle managers are an essential puzzle piece in organisations, bridging the gap between senior leadership and frontline employees. However, according to research by Capterra, they often grapple with excessive workloads, lack of support, and inadequate training. What can HR managers and senior leadership do to help middle managers thrive amidst the demands of their roles? In this articlePeople management skills are preferred over performance as a reason for promotionManagerial training is a requirement that HR teams shouldn’t overlookHigh workloads and stress are leading to burnout for many middle managersMiddle Managers spend almost half their time in meetingsTechnology and AI can play a vital role in assisting middle managersBusinesses are responsible for nurturing their middle managersIn modern organisations, middle managers can often find themselves caught in the crossfire between upper management’s expectations and frontline operational demands. A majority (75%) of surveyed middle managers admitted to always or sometimes feeling overwhelmed, stressed, or burned out.  To shed light on these issues and explore potential solutions, we delve into Capterra’s recent survey conducted among 103 middle managers in the UK. Through these results, we aim to uncover actionable insights and tools that HR departments and businesses as a whole can leverage to alleviate the burdens faced by middle managers. The full methodology can be found at the end of the article. People management skills are preferred over performance as a reason for promotion Middle managers play a crucial role in translating strategic goals into actionable plans and ensuring their teams stay aligned with organisational objectives. However, the journey to becoming a middle manager is often marked by hurdles, particularly for those promoted internally.Internal promotions are common practice in many organisations, with many middle managers rising through the ranks based on their performance and potential. However, transitioning from an individual contributor to a managerial role requires a unique set of skills and support.Most (72%) of middle managers we surveyed were promoted to their current roles, highlighting the prevalent practice of internal talent development within organisations. This also underscores the importance of recognising and nurturing the leadership potential of existing employees.Tip for businessesTo capitalise on this internal talent pool, HR departments should prioritise targeted training and support for employees. Providing leadership development programs, mentorship initiatives, and ongoing coaching can help ease the transition into managerial roles and set managers up for long-term success.In response, businesses should invest in cultivating essential managerial competencies such as communication, conflict resolution, and emotional intelligence within their existing workforce. By offering tailored leadership development programs and opportunities for continuous learning, organisations can nurture individual contributors so that they are ready for promotions and equip managers with leadership skills and confidence in their new roles.While stellar individual performance may open doors to managerial roles, the ability to lead and manage people is often the deciding factor in promotions.When asked about the reasons behind their promotion, a majority (58%) of promoted managers cited their potential as people managers rather than simply being top performers as individual contributors (42%). This emphasises the critical role of leadership skills in managerial success. Recognising and nurturing leadership potential is key to building a strong cadre of middle managers who can effectively guide their teams.Managerial training is a requirement that HR teams shouldn’t overlookEffective leadership is not innate but can be cultivated through training and development initiatives. Providing comprehensive managerial training equips middle managers with the skills and confidence they need to navigate the complexities of their roles. But are these managers receiving sufficient support?Despite the demands of their roles, a concerning number of managers surveyed (77%) report not receiving any form of managerial training upon their hiring or promotion. Additionally, 75% rarely or never receive ongoing training beyond their initial onboarding. In this context, 23% of managers signal more managerial training as the most impactful way their employer can help them become a better manager.To bridge this gap, companies should establish robust training programs for both new and existing managers. These programs should cover essential skills such as project and time management, delegation, effective communication, and conflict resolution. By investing in the professional development of managers and providing mentorship, organisations can cultivate a skilled and confident leadership pipeline.Stronger feedback channels: How to support manager developmentThere are numerous ways companies can support manager development, aside from just training. While we have mentioned the importance of providing focused training on subject areas that managers feel need strengthening, companies should also ensure that they have open feedback channels to allow managers to receive input from peers, subordinates, and superiors.Feedback is essential for growth and development, yet a significant proportion (51%) of managers say that they are rarely or never requested to give feedback to their employer regarding what works and what doesn’t in their position. This lack of constructive feedback can leave managers feeling unsupported and uncertain in their roles. Businesses also lose a valuable channel to identify areas for improvement.  At the same time, communication goes both ways. Companies should also provide managers with feedback to help them grow: 15% of managers state that improved feedback is the most impactful way their employer can help them develop as a managers.To address this issue, HR should implement regular feedback mechanisms such as performance reviews, 360-degree feedback, and pulse surveys. Providing constructive feedback, recognition for achievements, and opportunities for career progression can boost morale and motivation among managers and also help companies identify areas for growth and development. High workloads and stress are leading to burnout for many middle managersThe relentless pressure to meet deadlines and deliver results under tight time constraints can take a toll on middle managers, leading to stress and burnout.Perhaps unsurprisingly, there was a prevalence of workload-related stress among our surveyed middle managers. A significant proportion (39%) somewhat or strongly agree they have more responsibilities than they can handle, while a majority (66%) report feeling overwhelmed, stressed, or burned out at times. A further 9% say they always feel this way in their current job.These are issues that should not be taken lightly by HR teams, as they can result in poor managerial decisions due to being overworked, or employee churn from disenchanted managers. Almost a quarter (24%) of surveyed middle managers say they are actively looking for other jobs. How can businesses address employee burnout?Addressing workload-related stress requires a holistic approach that prioritises employee well-being and supports effective workload management. HR should prioritise this well-being by promoting a culture of work-life balance and providing resources for stress management.On one hand, companies should consider offering support programs such as counselling, corporate wellness, and mindfulness training. In addition, employee assistance programs (EAPs) can help managers cope with stress and maintain their mental health.However, companies also have preventive responsibility for ensuring their staff work under conditions that do not lead to burnout. To achieve this, companies should foster a culture of open communication for feedback and concerns so that employees can report when they are overwhelmed. Additionally, by promoting a culture of recognition and appreciation, and actively monitoring workloads to prevent excessive stress, businesses can help mitigate employee burnout. We asked our surveyed middle managers to say how they balanced their workloads and allocated their time towards tasks. Middle Managers spend almost half their time in meetings Managing competing priorities is a constant struggle for middle managers, who must balance leadership responsibilities with administrative tasks and individual duties.A closer look at how managers spend their time reveals a concerning trend. Despite their leadership responsibilities, managers devote a significant portion of their week to administrative tasks (on average, 13% of their time) along with their individual contribution tasks (another 13%).An action that can take up large portions of a manager’s time is meetings. Even though these are vital for middle managers as they facilitate communication, coordination, and problem-solving with peers and teams, middle managers spend an average of 44% of their time in different types of meetings. With all these activities needing to be catered for, 61% of middle managers say they don’t have enough time in a typical week to accomplish the tasks they need to do. Optimising time allocation is essential to ensure managers can focus on high-impact activities that drive results. To address this imbalance, businesses can implement strategies to streamline processes, automate repetitive tasks, and reallocate responsibilities where possible. Tip for Businesses:Scheduling tools, collaborative platforms, and project management software can also help minimise administrative burdens, freeing up time for more strategic endeavours and team development and reducing the need for lengthy meetings. Technology and AI can play a vital role in assisting middle managersTechnology plays a crucial role in enabling managers to perform their duties efficiently. While the majority (65%) of managers find the software they use makes their job easier, a significant proportion 23% say it makes their job harder. Of these, 54% said they struggle due to poor system integration.To maximise the potential of technology, companies should invest in user-friendly software solutions that streamline workflows and enhance productivity. Additionally, providing training and support for new software implementations can help managers adapt and leverage technology effectively.Much has been said about the role of artificial intelligence (AI) in the workplace, and human resource teams should be well-equipped to understand the benefits of AI in HR for businesses. Regarding this technology, businesses should emphasise its potential to augment rather than replace managerial roles. By leveraging AI tools for data analysis, automation, and decision-making support, organisations can empower managers to make informed decisions and drive organisational success. Additionally, these tools can help with time allocation, as they can carry out repetitive tasks and free up time for managers to focus on responsibilities like people management.Looking ahead, managers are optimistic about the potential of AI to enhance their managerial capabilities. Most middle managers (66%) have a positive attitude towards AI. When we delved further into the perks of AI we discovered the following:A majority of this group (47%) believe that analysing data with AI has the highest potential to help them be better managers.32% say that AI’s most laudable feature to help them at work is the ability to automate administrative tasks.In response, HR should embrace AI technologies and provide managers with the necessary training and resources to leverage them effectively. By harnessing the power of AI for data-driven decision-making and strategic planning, organisations can equip managers with the tools they need to thrive in an increasingly complex business landscape.Businesses are responsible for nurturing their middle managersMiddle managers are often the unsung heroes of organisations, balancing competing demands and driving performance at every level. By addressing the insights from this article, HR departments and senior management can play a pivotal role in supporting and empowering middle managers. Through targeted training, workload management, feedback mechanisms, and technology enhancements, organisations can create an environment where managers feel valued, supported, and equipped to lead their teams effectively. In doing so, they not only foster the professional growth and development of individual managers but also contribute to the overall success and resilience of the business as a whole.Looking for training software? Check out our catalogue\! ## Disclaimer > MethodologyCapterra’s 2024 Manager Sentiment Survey was conducted online in December 2023 among 103 respondents in the U.K. to learn more about the experiences and challenges managers face in their current role. Respondents were screened for employment at the management level with at least one direct report. ## About the author ### Eduardo Garcia Eduardo is a Content Analyst for the UK. Providing research and digital tech tips for SMBs. MA in Journalism and in Diplomatic Studies. Animal loving, sea revering, Mancunian. ## Related Categories - [Applicant Tracking Systems (ATS)](https://www.capterra.co.uk/directory/30060/applicant-tracking/software) - [Attendance Tracking Software](https://www.capterra.co.uk/directory/30527/attendance-tracking/software) - [Benefits Administration Software](https://www.capterra.co.uk/directory/10025/benefits-administration/software) - [Talent Management Software](https://www.capterra.co.uk/directory/10029/talent-management/software) - [Workforce Management Software](https://www.capterra.co.uk/directory/30210/workforce-management/software) ## Related Articles - [5 best applicant tracking systems in the UK](https://www.capterra.co.uk/blog/3253/Best-applicant-tracking-systems-in-the-UK) - [Has hybrid or remote work impacted work culture in the UK?](https://www.capterra.co.uk/blog/3092/remote-hybrid-work-and-toxic-workplace-culture-uk) - [5 differences between an online marketplace & an eCommerce website](https://www.capterra.co.uk/blog/2989/difference-between-online-marketplaces-and-ecommerce-websites) - [Research: 4 insights for improved technology adoption and employee satisfaction](https://www.capterra.co.uk/blog/4553/technology-adoption-and-employee-satisfaction) - [The future workplace: 5 trends for HR managers in 2023](https://www.capterra.co.uk/blog/3566/trends-will-shape-HR-over-next-five-years) ## Links - [View on Capterra](https://www.capterra.co.uk/blog/4596/middle-manager-burnout-how-employers-can-support-them) - [Blog](https://www.capterra.co.uk/blog) - [Home](https://www.capterra.co.uk/) ----- ## Structured Data