A recent study conducted by the Cegos firm among young managers points to a form of vocational crisis. Analysis in 5 key facts.
This survey was conducted in March 2025 among 4,271 first-time managers and 441 HR/training managers in 10 countries in Europe (France, Germany, Italy, Spain, Portugal, United Kingdom), Latin America (Brazil, Mexico, Chile) and Asia (Singapore). All respondents work in public or private organizations with more than 50 employees. Here are the striking findings.
1- A role not so easy to fill
The study first reveals that more than 4 out of 10 HR managers encounter difficulties in recruiting or identifying first-time managers. This is due to two main reasons:
Their main challenge consists of identifying good profiles: 68% indeed believe that internal employees do not always have the behavioral qualities necessary to access these functions. Another issue: a form of vocational crisis. Thus, one third (36%) of identified employees do not wish to exercise the managerial function. A figure that even reaches 56% in France!
2- Skills: a mix of relational appetites and professional expertise
More than half of HR professionals (55%) favor internal promotion. What do they look for in candidates? Both human and relational skills (50%) and professional expertise (also 50%).
The role is less and less perceived as a relay of expertise, and more and more as a lever for transformation, change management and team mobilization, notes Laurence Ballereaud, Director of Custom Training Projects in Management & Leadership at Cegos.
3- Compensation and problem-solving, primary attractions of the role
What motivates these first-time managers? Respondents say they were first attracted by the fact of benefiting from better compensation (37%) and solving problems or providing operational solutions on a daily basis (also 37%).
Beyond these two motivating factors, 31% of respondents wanted to become managers to manage the performance of their activity and contribute to that of the organization, and 29% were motivated by the fact of contributing to the development of their employees.
Progression in the hierarchy? Often perceived as a key objective of taking a managerial position, it is only cited by 28% of people.
Contrary to certain preconceived ideas, employees’ aspiration to become managers is not primarily part of a logic of hierarchical progression, confirms Laurence Ballereaud.
4- Support that could be improved
We often hear that first-time managers are confronted with a loss of reference points and a lack of preparation when taking their position. A reality partly true according to the study: nearly a quarter of respondents have not benefited from any support.
Conversely, 56% say they have benefited from prior training (management, leadership, assertiveness…) or even internal tutoring or mentoring (46% of cases).
5- Growing pressure
Respondents appear rather satisfied with their condition: 94% declare acting in coherence with their own values and 90% say they evolve in a climate of cooperation conducive to fulfillment.
Be careful however of some warning signals: 67% of first-time managers note a regular increase in their workload. A feeling reinforced by a persistent difficulty in preserving the balance between professional and personal life: 1 in 4 managers says they are dissatisfied with it.
Consequence: nearly half of them (47%) believe they lack time to support their teams in the field of human relations and individual coaching. The other difficulties mentioned? Intergenerational management (44%), lack of information about the organization’s strategy (43%), feeling of isolation (38%) or hybrid work (40%). Problems that 17% of first-time managers have difficulty discussing with their hierarchy.
These first-time managers face a complex equation: they must assume operational management missions, carry out fundamental transformations, support their teams with humanity… while continuing to learn to manage, affirms Benoit Felix, president of the Cegos Group.
