• There is a lot of talk about artificial intelligence and generative AI in companies. But if you move too quickly, there is a risk that employees will burn out.
• Workers who feel overwhelmed by the pressure to upgrade their skills and adapt to AI tools are at higher risk of stress.
• Fears surrounding artificial intelligence still exist among some workers, and these are exacerbated by recent statements from many companies explaining how much AI will improve efficiency and performance.

Companies are currently talking about artificial intelligence and generative AI implementations and many are moving forward with implementation. However, jumping into AI technology too quickly runs the risk of employee burnout, something companies need to be wary of even if they are enthusiastic about using the technology.

One cause for concern is resource constraints. “We are not getting additional resources to evaluate AI for its potential benefits,” says Bob Huber, chief security officer at Tenable, a provider of cybersecurity products. “The resources have to come from somewhere else, whether it’s by reprioritizing employee time or putting other projects on hold.”

Employees will ultimately be double or triple-duty, Huber said, putting even more strain on already limited resources. While there are some use cases for AI that require little effort, “the majority of use cases require dedicated resources for building, designing and evaluating,” he said.

Some workers are still afraid of artificial intelligence. That fear is heightened by recent statements from many companies about how AI will improve efficiency and performance, says Heather O’Neill, a career expert at Resume Now, a provider of career and resume services.

“Workers hear this and naturally worry that their workload will skyrocket, as will productivity expectations,” O’Neill said. “But fears of overwork aren’t the only things that can cause AI-related burnout. Worries about what it will take to keep up in this new work landscape are also nerve-wracking.”

Training can be intimidating and stressful, O’Neill said, and workers may feel overwhelmed by the pressure to improve their skills and adapt to AI tools. This can contribute to existing feelings of stress and burnout. Some workers are also concerned about the impact of AI on their work-life balance, she said.

A March 2024 survey of 1,150 U.S. workers by Resume Now found that 63% expressed concerns about the use of AI and 61% fear it could lead to more burnout. Nearly 90% of young workers fear AI-related burnout and about half of women surveyed believe AI will negatively impact work-life balance. Two-thirds of respondents fear losing their jobs because of AI.

Measures to prevent burnout

Fortunately, companies can take steps to introduce or expand AI initiatives without overwhelming employees. One way is to not rush into it.

“I strongly recommend introducing AI initiatives gradually,” said Huber. “Don’t aim for moon landings, which require significant resources to evaluate and deploy, as this puts enormous pressure on the teams.”

Preparing employees for a gradual transition to using AI in the workplace is critical to both the success of the initiative and employee health and happiness, O’Neill said. “To ease employee fears, companies need to go slow and commit to clear communication about the use of AI, what training will look like and how performance expectations will change,” she said.

HR departments should be open to employee feedback on how AI can help them work more efficiently and address any concerns employees may have about using tools. “When we make AI a conversation topic rather than a command, we empower employees and foster a positive attitude and enthusiasm for adopting new technologies,” she said.

It’s important to start with a clear message about the use of AI. “Companies need to communicate exactly how AI will be integrated and provide a timeline for its introduction,” O’Neill said. “This can’t be a blanket, company-wide announcement. Employees need to know how it will be introduced in their individual role and how it will change their daily work.”

Leadership should prioritize work for people, Huber said. “Setting realistic expectations at the beginning ensures that teams understand the business goals and don’t have sleepless nights trying to maintain their original responsibilities while implementing AI initiatives,” he said.

Whenever possible, companies need to remind employees that AI is primarily designed to help them complete the more repetitive and mundane tasks associated with their job. This way, they can focus on more challenging projects. “While some roles may be replaced by AI, most will not be,” O’Neill said. “This reassurance can go a long way toward getting employees committed to using the technology.”

Companies can also offer training to employees to help them make the necessary adjustments. “Every role will use AI a little differently, so it’s important to make it clear that training will help employees learn how to use the tool for their specific needs,” O’Neill said. “In addition, companies should consider setting up a dedicated AI support team to answer employees’ questions as they get used to this new way of working.”