People managers are increasingly being called upon to handle difficult conversations around layoffs, restructuring and job uncertainty, but many say they are not receiving the training needed to manage these discussions effectively, according to a new report from Careerminds.
The study found that 83% of HR professionals and 76% of people managers have seen an increase in conversations related to layoffs and redundancies over the past 12 months, highlighting growing workforce uncertainty across organisations.
Discussions around job cuts were among the most emotionally challenging topics identified in the report, alongside concerns about heavier workloads, career development and employee anxiety over the growing use of artificial intelligence in the workplace.
According to the report, managers have become the primary source of reassurance and guidance for employees seeking support during periods of organisational change.
However, the findings revealed a significant gap between how HR leaders and managers perceive workplace preparedness.
While 97% of HR professionals believe managers receive adequate training to handle emotionally sensitive conversations, only 41% of managers agree.
The report described the disparity as one of its most striking findings, suggesting that many organisations may be underestimating the support managers require as workplace conversations become increasingly complex.
Jen Allen, senior talent solutions partner at Careerminds, said difficult conversations are not skills that managers can develop through occasional training sessions alone.
According to Allen, these conversations occur infrequently enough that managers often lack opportunities to build and refine their communication skills through regular practice.
She said organisations should move away from treating training as a one-time intervention tied to annual performance reviews or restructuring exercises and instead view it as an ongoing development priority.
Allen also emphasised the importance of creating a culture that promotes psychological safety, arguing that environments where employees fear punishment for mistakes are less likely to foster the trust necessary for honest and difficult conversations.
The report also pointed to a broader leadership readiness gap within organisations.
Only 42% of senior and middle HR managers said they felt prepared to lead through future workplace challenges, compared with 66% of C-suite executives.
Researchers found that executives were more likely than managers to believe organisations were adequately preparing leaders for emerging workplace demands, including organisational restructuring, evolving career paths and workforce transformation.
Mark Saddic, senior partner at Careerminds, said the responsibilities of managers have expanded well beyond traditional performance management.
According to Saddic, managers are now expected to guide employees through AI adoption, organisational change, career transitions and growing workplace uncertainty.
He said organisations should not confuse managerial confidence with actual capability and warned that leaders need practical tools, continuous learning opportunities and ongoing support to succeed.
Saddic added that organisations that prioritise leadership development will be better positioned to manage change and maintain a competitive advantage.
Allen echoed this view, noting that modern leadership increasingly requires managers to coach employees through uncertainty, facilitate difficult discussions and help teams adapt to constant disruption.
She said these capabilities can only be developed through continuous learning, regular practice and an organisational culture that empowers managers to lead with confidence.