AI’s double-edged role in Australia’s burnout paradox

Australian employers are divided over whether workplace burnout is worsening or easing, with new research showing sharp splits in perception and a growing role for artificial intelligence in both causing and relieving stress.

A survey by recruiter Robert Half of 500 hiring managers across Australia found 45% of employers believe their staff are more burnt out now than they were a year ago. A further 41% say burnout has increased for business leaders, including themselves, over the same period.

At the same time, 38% of employers say burnout among staff has fallen in the past 12 months. Another 42% say they or their leadership peers experience less burnout than they did last year.

The findings highlight a "burnout paradox" in Australian workplaces. Many employers report rising strain, while a significant minority report an improvement.

Burnout refers to emotional, mental and physical exhaustion linked with excessive work demands. It can reduce effectiveness at work and can have serious health effects.

Previous research by Robert Half in 2024 found 80% of employees reported they suffered from burnout.

"The companies that are seeing improvements in burnout levels are likely those that have genuinely embedded sustainable work practices. For those where burnout is intensifying, this data is a stark reminder that a 'business as usual' approach, or superficial interventions, simply won't cut it," said Nicole Gorton, Director, Robert Half.

AI's double edge

The survey identifies the adoption and exploration of AI as a confounding factor. It is both a source of burnout and a relief from it.

Among business leaders, 22% list the adoption and exploration of AI as a contributor to their own burnout. At the same time, 26% of business leaders say AI has eased their burnout.

Employers also see AI-related pressures for staff. Twenty-four per cent of hiring managers say the adoption and exploration of AI is a contributor to employee burnout. A further 23% cite pressure to innovate and adapt rapidly, including during digital and AI transformation.

Gorton said AI is reshaping workloads and expectations across organisations.

"One of the most fascinating insights is how AI can both contribute to and ease burnout," said Gorton. "While adoption can be taxing at first, leaders who harness it for efficiency are finding it helps reduce their own workload and stress."

Heavy workloads persist

Heavy workloads remain the main driver of burnout for both employees and leaders. It was the top factor last year and into 2025.

Thirty-nine per cent of employers say heavy workloads are the key contributor to employees feeling burnt out in 2025. In the 2024 employee survey, 56% of workers cited heavy workloads as a contributor.

Employers report several other prominent causes of burnout for staff this year. Twenty-four per cent cite a lack of communication and support from managers. Another 23% point to commuting requirements. The same proportion cite an insufficient number of staff. Nineteen per cent nominate a toxic organisational culture.

The 2024 worker survey ranked many of the same issues. Twenty-seven per cent of employees said commuting contributed to burnout. Thirty-six per cent cited insufficient staffing. Twenty-six per cent pointed to toxic culture. Twenty-one per cent cited a lack of communication and support from managers.

Leaders under strain

Business leaders report many of the same stressors as their employees. They do not always rank these as highly when asked about causes of burnout among their workforces.

For leaders themselves, heavy workloads are the main cause of burnout. Thirty-five per cent of respondents select this factor.

The next tier of contributors for leaders includes AI adoption and exploration at 22%. An insufficient number of staff is cited by 20%. A toxic organisational culture is also cited by 20%. The same proportion select global economic and geopolitical volatility.

What eases burnout

Employers identify different factors that have eased burnout for leaders and for workers.

Among business leaders, AI stands out as the most cited factor in reducing burnout in the past year. Twenty-six per cent say AI adoption and exploration has helped ease their stress. A clear strategic direction is nominated by 25%. The same share cite open communication. Flexible work arrangements, including hybrid work and flexible hours, are cited by 23%. Prioritising strategic delegation is cited by 21%.

Separate research with workers shows a different pattern. Employees say sufficient staffing was the most significant factor in reducing burnout. Thirty-three per cent nominate this. Flexible work arrangements follow at 29%. Effective and empathetic leadership is cited by 26%. Open communication is cited by 25%. Twenty-three per cent cite targeted mental health and wellbeing support.

Changing workplace responses

Employers are adjusting workplace practices in response to burnout concerns. Many are expanding measures that workers previously rated as effective.

Forty per cent of employers say they now provide greater flexibility around employees' schedules and workplace arrangements. Staff encouraged to take time off is reported by 36% of workplaces. The same share say they now help staff prioritise projects.

Thirty-two per cent say they delegate some responsibilities to other team members. Thirty-four per cent report hiring extra staff to alleviate workloads.

In an earlier survey, employees pointed to similar measures as helpful in easing burnout. Workers cited schedule and workplace flexibility, time off, project prioritisation, delegation and extra hiring as beneficial interventions.

Gorton said burnout has moved higher on executive agendas and is increasingly seen as a business issue.

"Burnout is no longer flying under the radar. Businesses are finally treating it as a leadership and operational priority, not just an HR concern. The path to reducing burnout lies in strategic talent management and empathetic leadership. Companies that prioritise adequate resourcing, flexibility, and clear direction will not only ease pressure but also get a more engaged workforce and gain a competitive edge in attracting and retaining talent," concluded Gorton.