AI tools do not reduce workload; instead, they consistently increase it for employees, according to a study by Harvard Business Review (HBR).
During an eight-month study, experts observed changes in the habits of employees at an American tech company with around 200 staff members.
As artificial intelligence was integrated into routine processes, the team extended their workday, worked at a faster pace, often without any managerial requests, and took on a broader range of tasks:
- product managers and designers began writing code;
- researchers took on engineering cases;
- employees across the organization attempted tasks they would have previously outsourced, postponed, or avoided altogether.
The expansion of employee responsibilities had several side effects. Developers spent more time checking, correcting, and adjusting tasks of colleagues using AI. They increasingly acted as mentors for employees engaged in vibe coding.
Blurring Boundaries
Since AI significantly simplified the start of assignments, workers began tasks during what were previously breaks. Many launched AI during lunch, meetings, or while uploading files.
Some would “send a quick command” just before leaving, allowing the LLM to work in their absence.
Such actions were not perceived as additional workload, but over time, the workday became less natural and more continuous. The conversational style of prompts further softened this experience: typing felt more like chatting than fulfilling formal duties. This allowed work to be shifted to the evening or early morning without conscious intent.
“The boundary between work and non-work hasn’t disappeared, but it’s become easier to cross,” noted HBR.
Multitasking
AI introduced a new rhythm where workers managed several active streams simultaneously: manually writing code while AI generated an alternative version, launching multiple agents in parallel, or resuming long-postponed tasks.
Employees did this because they felt they had a “partner” to help manage the workload. This situation led to constant attention switching and created a sense of perpetual hustle.
Driven by Enthusiasm
The company did not mandate the use of AI. Staff did so on their own initiative, as the technology allows them to “do more.”
HBR noted that in the short term, this trend is favorable for company leaders. However, enthusiasm for experiments will eventually wane, and employees will find their workload has increased.
“Such an increase in workload can lead to cognitive fatigue, burnout, and a weakened ability to make decisions. The initial productivity surge may be followed by a decline in work quality, staff turnover, and other issues,” the study states.
HBR experts noted that the situation puts leaders in a difficult position. Asking staff to self-regulate their duties is not the best strategy. Companies should develop a set of norms and standards for AI use.
“Without such practices, the natural tendency of working with AI is not reduction, but intensification. This has implications for burnout, decision quality, and long-term sustainability,” the study states.
Recommendations
Measures recommended by HBR for integration include:
- deliberate pauses to prevent workload accumulation;
- consistency — experts urge delaying non-urgent notifications and updates to protect focus, so workers are not unnecessarily interrupted during primary tasks;
- live communication — organizations should allocate time and space for human interaction, whether through short meetings, joint reflections, or structured dialogue.
Back in December 2025, a Nobel laureate predicted a wave of unemployment due to AI in the short term.