Great Lakes Wire

The rapid growth of artificial intelligence (AI) in the workplace is prompting both optimism and concern. Many organizations are turning to AI to boost efficiency, with a recent survey indicating that 87% of IT professionals believe conversational AI improves productivity. However, employees’ experiences with AI are mixed. While some embrace the technology, others avoid it due to apprehension, and those who use AI most frequently may face higher rates of burnout.

Burnout has become a significant issue in workplaces adopting new technologies like AI. The World Health Organization defines burnout as a syndrome caused by chronic workplace stress that is not managed successfully. It can result in energy depletion, mental distance from work, cynicism, and reduced professional effectiveness. Burnout differs from ordinary stress because it leads to disengagement and lower productivity.

A large U.S. workplace survey highlighted several trends regarding burnout and AI:

- 37% of employees report high levels of burnout, though this rate has slightly decreased since 2021.

- Employees experiencing high burnout are 1.7 times less engaged and more than twice as likely to be looking for new jobs compared to their peers.

- Managers and directors report higher rates of burnout than executives or individual contributors.

- Only 40% of employees feel their organization has adequate staffing for current workloads.

- Those who use AI frequently report a 45% burnout rate versus 35–38% among those who use it less or not at all.

Experts emphasize that the impact of AI on employee well-being depends on how it is managed within organizations. To address these challenges, recommendations include:

- Using regular surveys and check-ins to monitor employee stress

- Keeping organizational goals visible so staff can prioritize effectively

- Establishing clear guidelines for responsible AI use

- Setting realistic goals based on available resources

- Monitoring workloads and redistributing tasks when necessary

Education also plays an important role in reducing anxiety around technological change. Taylor Blak, Senior Vice President of Defreed, stated: “Avoiding the technology won’t make the risks go away.” Blak suggests employers invest in upskilling so workers understand where human skills add value alongside automation.

Organizational culture remains central to preventing burnout. Employees who feel recognized and supported are less likely to disengage even during periods of change. Organizational psychologist Shane McFeely explained: “Even the most engaged employees can burn out under poor management and unrealistic demands.” According to experts, listening proactively and ensuring staff feel valued helps organizations harness AI as a positive force rather than one that contributes to exhaustion.

For more information on related topics, readers can visit SBAM’s News & Resources page at https://www.sbam.org/news-resources/.