Why is imposter syndrome gaining ground in businesses?
Self-doubt now seems to affect a large proportion of employees. The latest study of monCVperfect tells us that 51% of working people experience imposter syndrome at least occasionally.
In detail, 5% say they feel this discomfort “always” and 18% “often”. However, 67% of respondents attribute their success to their skills. Only 4% believe they owe their results mainly to luck.
This paradox reveals a new reality of work. Employees know that they are competent, but still doubt their legitimacy. Professional environments are becoming more demanding and more unstable.
Pr¨s de 7 out of 10 employees say they feel pressure to appear more competent than they really are.
This pressure pushes some employees to permanently hide their doubts. Companies then see overadaptation behaviors emerge.
The causes identified by the study are revealing. Comparison with high-performing colleagues comes first with 32%. Lack of feedback or recognition follows with 29%, ahead of personal perfectionism at 28%.
The rapid evolution of technologies also plays an important role. Nearly a quarter of employees cite new digital requirements as a source of anxiety.
With the rise of AI and the automation of professions, many now fear that they will no longer be “up to the task”.
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Impostor syndrome: a major HR issue in 2026?
Imposter syndrome is no longer just about individual well-being. It now directly impacts business performance.
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According to the study, 68% of employees believe that self-doubt has hindered their professional development. Some people no longer dare to ask for a promotion. Others refuse responsibilities that are suited to their skills.
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The consequences on daily work are also visible. 28% constantly question their decisions. 27% work harder to prove their worth. This invisible overload increases the risk of exhaustion.
The phenomenon also slows down internal innovation. 16% of employees hesitate to share their ideas in meetings. 15% avoid taking responsibility. Companies then miss out on a lot of talent.
Management plays a key role here. However, only 7% of employees say they regularly hear their managers talk about their own errors or difficulties. Conversely, 56% say that these subjects remain almost taboo.
This silence maintains a culture of perfection difficult to bear. The employees then think that they are the only ones to doubt. This impression further reinforces their unease.
However, HR can act quickly on several levers. Regular recognition remains essential. Employees need concrete feedback on their successes and skills.
Managers must also learn to normalize doubt. Talking about mistakes, failures or difficulties helps reduce collective pressure. This transparency promotes a healthier climate.
Finally, companies must limit cultures of constant comparison. Overly competitive individual evaluations can accentuate the feeling of illegitimacy.
In 2026, loyalty will also depend on the ability to reassure employees about their real place in the company.
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