Workers say AI 'adding pressure to have even higher productivity'
Nearly two-thirds (62%) of professionals across Canada are burned out — a trend that threatens retention, productivity and long-term organisational health, according to a report.
The burnout numbers have jumped from 47% in late 2024. And 31% of those respondents feel more burned out than they did a year ago, signalling that burnout is not only widespread but intensifying.
In addition to being an increasingly worrying issue for professionals, burnout is a major challenge for employers as well, according to Koula Vasilopoulos, Senior Managing Director, Robert Half, Canada, which did the survey. "When employees are burned out due to heavy workloads and understaffed teams, businesses risk decreased productivity and morale, losing valued team members, and revenue loss due to falling behind on key timelines for critical projects."
HR and legal professionals have the highest burnout levels in Canada, the organisation previously noted.
What's fueling burnout in organizations?
The top three drivers of burnout this year are:
- “heavier workload from being understaffed” (40%)
- “feeling stuck in my career” (27%)
- “lower team morale after restructuring or reductions” (27%).
Understaffing is forcing many employees to absorb additional responsibilities as vacancies linger or headcount is reduced.
The survey also highlights the impact of limited advancement opportunities, with more than a quarter of respondents citing feeling stuck in their career as a driver of burnout. That points to gaps in internal mobility, learning and development, and promotion practices that can erode loyalty if career paths are unclear or inaccessible.
Lower team morale following restructuring or reductions, reported by 27% of respondents, underscores the lingering people impact of cost-cutting and reorganisation.
AI, time off and burnout
Artificial intelligence (AI) – touted to boost productivity by numerous previous studies – is also contributing to the mental stress of workers, according to Robert Half.
Workers said AI is “adding pressure to have even higher productivity” (37%), as expectations rise around output with new tools in place. Respondents also reported that AI is “creating concerns around job security if new tools aren’t adopted” (32%), alongside “overwhelm and fatigue from having to constantly learn new tools” (29%).
The report also challenges the assumption that more vacation time alone can resolve burnout. Under the heading “Time off isn’t a magic fix,” Robert Half found that formal leave entitlements are not always being fully used and may not deliver real recovery when they are.
Of the 40% of people who did not use all of their time off last year, nearly a third (32%) said they held back because they were concerned about how much their workload would grow while they were away, potentially worsening burnout on return. A further 26% “cited a lack of backup support for their role as the reason,” according to Robert Half.
The numbers landing on the desks of Canadian HR leaders right now are hard to dismiss. Across surveys and sectors, a consistent picture is emerging: the Canadian workforce is anxious about artificial intelligence in ways that are measurable, deepening, and — if left unaddressed — could be corrosive to the productivity gains that AI is supposed to deliver, HRD previously reported.
How can employers address burnout in the workplace?
Robert Half shares the following ways employers in Canada can prevent work burnout:
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Normalise boundaries and open dialogue – Managers should encourage time off, support mental health and clearly signal that it is acceptable to log off, take breaks and adjust schedules to maintain balance. Leaders need to model healthy boundaries between work and personal life and create an environment where employees feel comfortable raising concerns before they escalate.
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Align roles with strengths and communicate clearly – Managers should ensure employees are in roles that match their strengths and interests, with clear responsibilities and expectations to prevent frustration. Involving staff in planning new projects and seeking their input reinforces their value and investment in outcomes, while regular communication about changing assignments or priorities is essential, especially for hybrid and remote teams.
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Set clear, realistic workloads and priorities – With workload pressure a leading driver of burnout, leaders must regularly assess whether expectations are realistic, priorities are clear and stable, and workloads match team capacity. If gaps emerge, managers should revisit timelines, redistribute responsibilities or adjust priorities so employees can deliver quality work without ongoing strain.
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Recognise and celebrate achievements – Consistent appreciation — from simple thank-yous and meeting shout-outs to formal award nominations — can significantly boost morale during challenging periods. Publicly acknowledging good work and giving credit when employees’ ideas are implemented strengthens engagement and reinforces the value of their contributions across on-site, hybrid and remote settings.
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Use contract talent to ease pressure – When teams feel understaffed or overwhelmed, bringing in contract professionals can relieve workload spikes and support high-priority projects where permanent hiring is not feasible. Even short-term help can reduce burnout risk, sustain productivity and lower turnover by keeping workloads at manageable levels.
Meanwhile, the federal government’s Centre of Expertise on Mental Health in the Workplace tells employers to:
- Assess your organisation's risk of burnout.
- Engage your team for practical solutions to managing excessive workload.
- Implement evidence-based actions for better workload management.
