Our research reveals a significant gap between the perceptions of HR leaders and employees' experiences with their managers and workplace culture. A staggering 96% of HR decision-makers acknowledge responsibility for improving toxic workplace culture, while a third (33%) of employees have reported a manager they have considered to be toxic. This proves to be a pervasive and insidious problem across the United Kingdom, with an urgent need to empower HR leaders with the skills and resources required to cultivate a thriving workplace. CMI’s latest research found that 82% of managers who enter management positions have not had any formal management and leadership training – they are “accidental managers.” These managers have a deep impact on employee motivation, satisfaction and their likelihood to leave their job, with 50% more likely to leave their organisation in the next 12 months than those who say their line manager is effective (Chartered Management Institute, 2024).

250 HR decision-makers identified the extent of their roles in advancing workplace culture over the past five years, with nearly two-thirds (64%) reporting this was their primary responsibility. Additionally, just under half (47%) acknowledged it was a significant part of their responsibilities but not the main focus and a fifth (21%) said it was one of the team's goals. A small yet notable 1% felt that addressing workplace culture was an unofficial part of their job, suggesting an implicit expectation to contribute to this area. Conversely, 2% did not view improving workplace culture as part of their responsibilities at all.

There is hope. A near-unanimous 99% of HR decision-makers agree that leadership training is an effective approach to combat a toxic workplace culture, reflecting a widespread belief amongst the HR community in the UK. Among these, more than half (54%) are convinced that such training can completely eliminate toxicity, while 44% believe it can do so to a certain extent. The confidence in leadership development efficacy to eradicate toxicity is more pronounced in organisations with a turnover under £100 million (69%) than those exceeding £200 million (37%). This lower confidence level suggests larger organisations face challenges when implementing change across more complex structures.

HR decision-makers must prioritise finding solutions for toxic workplaces in 2024, recognising that empathy and mental health support are critical factors in enhancing employee retention, performance, and job satisfaction. Nearly half of the employees (47%) state that mental health support and empathy from their workplace are crucial for their job satisfaction. A similar proportion (43%) believe it influences their job performance, and 40% indicate it affects their decision to stay with the organisation. Despite the prevalence of toxic managers, nearly half of UK employees (46%) feel that a positive workplace culture boosts their job performance. This sentiment is stronger among younger employees aged 18-34 (55%) but lower among those aged 55+ (40%).