Call Us +1 224-415-2491

Tag: Futureofwork

  • AI Is Revolutionizing the Workplace, But at What Cost? 

    AI Is Revolutionizing the Workplace, But at What Cost? 

    •

    Christy Suerth, MS, SPHR, CPC, CHC

    How HR Leaders Can Prevent AI-Driven Burnout and Ensure Employee Well-being Using Maslach’s Six Areas of Worklife

    AI is transforming the workplace faster than most organizations can adapt. From automated workflows to AI-driven analytics, employees are being asked to work alongside new coworkers: machines.

    How effectively are we factoring in the human cost of AI? HR leaders are now on the front lines. They are responsible for designing AI adoption in ways that protect engagement, meaning, and psychological safety.

    The Hidden Risk: AI Can Increase Burnout

    Technology should make work easier. But we all know from experience, it can have the opposite effect too:

    • Increased mental strain: Employees are expected to learn how to use new tools, interpret AI outputs, monitor automated processes, or make decisions faster.
    • Loss of control: When AI dictates decisions, tasks, or priorities, employees may feel disempowered. They may fear that AI will replace them.
    • Change fatigue: Continuous adaptation to technology and AI systems can create stress, even for technologically-oriented employees.

    These issues highlight why burnout is not just about workload or hours. It’s about the design of work itself.

    The Solution: Maslach’s Six Areas of Worklife

    Christina Maslach’s research identifies six key areas that determine whether employees thrive or burn out. Using these areas, HR leaders can design AI adoption in a way that safeguards human well-being.

    A Real-World Example

    In one multinational HR department I observed, AI was introduced to support recruitment efficiency. Initially, employees felt disempowered and stressed. There was concern that AI would eliminate their jobs. By applying the Six Areas framework, the director was able to maintain engagement within the team and prevent burnout. How did they do it?

    Applying the Six Areas of Worklife Framework:

    1. Workload: The AI system was used to automate the initial screening of resumes, prioritizing the best-fit candidates. This significantly reduced the time spent on a repetitive task. Leveraging AI allowed staff to focus on more complex and strategic activities like proactive recruitment and relationship-building, interviewing candidates, and developing recruitment strategies.
    2. Control: While the AI provided recommendations on which candidates to shortlist, the final decision-making authority remained with humans. This ensured that they retained control over the recruitment process and could make decisions based on their expertise and judgment. Also critical, the human decisions supported compliance.
    3. Reward: Led by HR, the company updated its recognition and development plans to include AI-related skills. Employees who effectively utilized the AI system and demonstrated proficiency in managing AI-driven processes could be rewarded with recognition, remuneration, and opportunities for further career development.
    4. Community: Prior to the introduction of the new technology, regularly scheduled team meetings and collaborative projects were maintained to ensure that staff continued to build strong interpersonal relationships with one another. Leadership also organized training sessions to help employees understand and adapt to the new AI system, fostering a sense of community and support.
    5. Fairness: The AI system was designed to be transparent, with objective and legally compliant criteria for how resumes were screened and shortlisted. Employees reviewed the AI-generated assessments, using their judgment and discretion. In addition, regular audits were conducted to ensure that the AI’s decisions were fair and unbiased. Employees were trained to understand the AI’s decision-making process and to explain it to candidates when asked.
    6. Values: The introduction of AI was aligned with the company’s objectives to improve recruitment efficiency while maintaining a human-centric approach. The AI system was implemented in a way that supported the company’s values of fairness, transparency, and employee well-being.

    Key Insight: AI adoption doesn’t replace human-centered design. It amplifies the need for it.

    Practical Steps for HR Leaders

    1. Conduct a Burnout Audit: Map current workloads and stress points. Identify where AI tools may help or exacerbate strain.
    2. Communicate Transparently: Employees should understand why AI is being introduced, what will change, and how they’ll be supported.
    3. Redesign Roles Thoughtfully: Marry AI to human judgment. Clarify responsibilities, and make sure employees retain autonomy over decisions that matter.
    4. Train and Upskill: Offer skill-building programs that help employees adapt to AI without feeling overwhelmed.
    5. Measure Engagement and Perceptions of Safety: Track not only results but also psychological safety, workload perception, and satisfaction as AI tools are implemented.

    Why Leaders Must Act Now

    AI adoption is accelerating fast. Executives and HR leaders who ignore the human impact risk disengaged teams, hidden productivity losses, and high turnover. By integrating Maslach’s Six Areas of Worklife into AI implementation strategies, organizations can unlock efficiency without sacrificing well-being.

    Takeaway

    AI will continue to reshape work, but burnout is preventable when leaders focus on human-centered design. Use the Six Areas framework to ensure that technology serves people, not the other way around.

    Call to Action

    For more insights, follow me on LinkedIn. Questions? Contact me.

  • The Power Gap: The Hidden Driver of Middle Manager Burnout

    The Power Gap: The Hidden Driver of Middle Manager Burnout

    •

    Christy Suerth, MS, SPHR, CPC, CHC

    I’ve seen it and I’ve experienced it. There’s a quiet, exhausting truth in corporate life. It rarely makes it into senior leadership conversations. People are held accountable for results without having the authority to create them. It causes burnout.

    Middle managers live here:

    • Responsible for ambitious (impossible?) KPIs.
    • Expected to keep teams engaged and productive.
    • Caught between executive vision and frontline practicalities.

    Yet, their ability to make meaningful decisions is often stripped away.

    I call this the Power Gap.

    It’s not just frustrating; it’s one of the most corrosive, and ironically, most preventable, causes of burnout.

    I spent over two decades in multinational corporations leading global Talent Development functions, training countless middle managers. I saw their commitment… their care for their people… their willingness to go the extra mile.

    And I also saw the toll.

    We invested heavily in management training, but the burnout persisted. Why? Because you can’t train away a structural problem.

    The real causes were clear:

    • Workloads that exceeded human capacity.
    • Teams stretched so thin managers became doers instead of leaders.
    • KPIs set without resources to match.
    • Relentless waves of change with no time to recover.

    These are not gaps in skill. They are gaps in design.

    The solutions require courage at the top:
    • Clarify decision rights so managers know where their “yes” and “no” actually count.
    • Balance staffing and workload to match the expectations being set.
    • Protect focus by pacing change instead of piling it on.

    In my experience, many senior leaders will not implement these decisions. They often see the cost of balancing staffing and workload as a hard cost. They view burnout as a soft cost. But, the long-term impact of burnout has significant financial implications.

    • Burnout leads to higher turnover rates, increased absenteeism, and lower productivity. These are real and measurable costs.
    • Investing in balancing staffing and workload is an investment in the organization’s future. It leads to higher employee retention, reduced absenteeism, and improved performance. The ROI from a healthier, more engaged workforce can far outweigh the initial costs.
    • A culture of burnout erodes trust and morale. By addressing the Power Gap, we foster a positive work environment, attracting top talent and ensuring long-term sustainability. Balancing staffing and workload is essential for creating a resilient organization that can adapt to changes and challenges effectively.

    When middle managers have both accountability and authority, with the resources to back it up, they transform. They stop being bottlenecks. They become bridges, connecting strategy to reality, vision to execution, and people to purpose.

    If we want workplaces where people thrive, we have to close the Power Gap. Not by asking managers to “be more resilient,” but by redesigning the very role they’re asked to carry.

    For more information on burnout and its impact, contact me or follow me on LinkedIn.