HR’s Next Big Challenge: Imposter Syndrome
Shyambahadur Prajapati
Top HR Influencers 2025 | HR Icon Of The Year 2025 | Best Talent Acquisition Leader of the Year 2025 | People & Culture Architect | Ex-Myntra | Ex-Thomas International
In today’s fast-paced work environment, imposter syndrome is emerging as a critical issue that HR leaders can no longer afford to overlook. It is not just a personal struggle—it is an organizational concern that impacts productivity, retention, and employee well-being.
With 70% of professionals experiencing imposter syndrome at some point in their careers (International Journal of Behavioral Science), it is clear that this issue affects a significant portion of the workforce. High achievers, newly promoted leaders, and employees transitioning into new roles are particularly susceptible.
Why Should HR Care About Imposter Syndrome?
Reduced Productivity & Innovation: Employees who doubt their abilities hesitate to share ideas, take risks, or pursue leadership roles. A study from KPMG found that 75% of female executives have experienced imposter syndrome at some point, leading to hesitation in seeking promotions.
Increased Employee Burnout & Mental Health Concerns: Imposter syndrome often leads to overworking and perfectionism as employees try to "prove themselves." Gallup reports that 23% of employees feel burned out very often, which can be linked to self-doubt and excessive workplace pressure.
Retention & Talent Drain: High-performing employees with imposter syndrome are at a higher risk of leaving because they feel they do not deserve their success. A 2019 study by Asana found that 42% of employees experiencing self-doubt considered quitting their jobs.
What Can HR Leaders Do?
The good news is that HR is uniquely positioned to address imposter syndrome by creating a culture of psychological safety and recognition.
Celebrate Wins, Big and Small: Implement monthly wins trackers to highlight team and individual achievements, reinforcing that success is earned, not accidental.
Create Spaces for Open Conversations: Encourage storytelling from senior leaders about their own experiences with self-doubt to normalize these feelings.
Develop Mentorship & Buddy Programs: Pair experienced professionals with newer employees to help them navigate challenges and gain confidence in their roles.
Reframe Failure as Learning: Foster a culture where mistakes are viewed as growth opportunities rather than proof of incompetence.
HR’s Role: Turning Self-Doubt Into Growth
By recognizing and addressing imposter syndrome, HR can transform workplace culture from one of silent self-doubt to one of confidence, support, and professional growth. Employees who feel valued and empowered are more likely to stay, contribute, and drive innovation.
It is time to move imposter syndrome from the shadows into HR’s strategic priorities.
How is your organization tackling this challenge?
#ImposterSyndrome #HRLeadership #EmployeeWellbeing #WorkplaceCulture #PsychologicalSafety #CareerGrowth #humanresources
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5moImposter syndrome is not new. In the Mahabharata, Arjuna faced self-doubt on the battlefield of Kurukshetra, but Lord Krishna’s guidance in the Bhagavad Gita helped him overcome it. HR leaders today can adopt a similar role by providing employees with Knowledge and Training, Motivation, Guided Action, Celebration, and many more. By becoming a guiding force, HR leaders can help employees overcome self-doubt and unlock their potential.
CXO HR Leader, Sr. Vice President , Global Head HR, Human Resources Business Leader |Transforming People, organisation and Culture
6moAbsolutely! Imposter syndrome can have a significant impact not only on individuals but also on organizational health. It's time for HR to actively address imposter syndrome and ensure employees can bring their full, authentic selves to work.
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6moShyambahadur, This post nails it! Imposter syndrome is a silent killer of productivity and morale. It's like having a leaky faucet – a small drip that wastes a ton of water (aka potential). HR, you're the plumbers here! Fix the leak by celebrating wins (big and small), creating safe spaces for open talks, and mentoring. Let's ditch the self-doubt and build a workplace where everyone feels they belong.
Managing Partner-Reset Learning LLP| Dale Carnegie| Walchand Plus HR|L&D|Analytics|Sales|Product|Trade&Supply Chain| Corporate banking| MSME| Fintech| Consulting Ultramarathoner| CXO Incubator | Ex HSBC/ICICI/YesBank
6moIt “Fake it to make it “ vs “imposter syndrome”. Ideally we should be able to identify at time of onboarding itself whether the person is fit for the role. Quite often we are in such a hurry that we don’t do enough due diligence and reference checks. I feel if that is done properly everything falls on its place.
HR Business Partner | HR Transformation Leader |Global Talent Acquisition Leader | People Analytics | HR Strategist | HR Technology Leader | Compensation Benchmarking | Sales Compensation | Ex Capgemini | Ex Essar
6moAs an HR leader, I see imposter syndrome as a critical organizational challenge impacting performance and retention. We must proactively build a culture of recognition, open communication, and growth to empower our people and unlock their full potential. Thanks for highlighting this important issue! Shyambahadur Prajapati