Более трети сотрудников ожидают от руководителей поддержки их благополучия

37% of employees have increased expectation that managers should support wellbeing More than a third (37%) of employees admitted that they have an increased expectation that managers should support their wellbeing, according to new research by Boostworks. The employee recognition and benefits platform surveyed more than 2,000 employees across Britain. It found that 83% of respondents believed the role of the manager has changed over the past five years, with managers now expected to do more than oversee performance. Employees also expect managers to manage hybrid or remote teams (31%), promote diversity, equity and inclusion (31%), manage workload and prevent burnout (28%) and drive performance and productivity (28%). Respondents with line management duties said they now felt responsible for creating a positive employee experience (95%), creating a culture of recognition (91%), employee engagement and morale (96%), employee wellbeing (94%), and supporting employee career development (92%). Almost three-quarters (74%) of managers said they faced at least one organisational barrier to recognising and supporting their teams effectively. They cited insufficient budgets and resources (25%), a lack of clear processes and tools (22%), hybrid working challenges (20%) and organisations failing to prioritise recognition (19%) as obstacles. Nine in 10 (91%) employees said their relationship with their line manager plays an important role in whether they stay with or leave an organisation. Nearly half (46%) of managers are regularly recognising and motivating team members in ways that go beyond what is expected of them, and 27% have organised informal recognition initiatives. More than a third (37%) have personally paid for food, drinks or treats for their teams and spent time outside of normal responsibilities supporting employee wellbeing, 32% have arranged team social activities in their own time and 30% have spent their own money on team activities, gifts or celebrations. More than three-quarters (76%) of managers said that when they feel recognised by senior leadership, they are more likely to recognise their own teams. Jo Werker, chief executive officer at Boostworks, said: “Today’s managers are expected to be coaches, wellbeing advocates, mentors, communicators and culture builders alongside running the day job. Too many don’t have the resources, processes or organisational backing to fulfil that role. “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.”