AI tools do not reduce workloads; instead, they continuously increase them for employees. This is highlighted in a study by the Harvard Business Review (HBR).

Over 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, employees extended their work hours, worked at a faster pace—often without any requests from management—and took on a broader range of tasks:

  • Product managers and designers began writing code;
  • Researchers took on engineering tasks;
  • Employees across the organization attempted to handle work they would have previously outsourced, postponed, or avoided altogether.

This expansion of employee responsibilities had several side effects. Developers spent more time reviewing, correcting, and adjusting tasks completed by colleagues using AI. They increasingly took on mentoring roles for those engaged in "vibe coding."

Blurring Boundaries

As AI significantly simplified the initiation of tasks, employees began working during what were previously considered breaks. Many activated AI during lunch, meetings, or while uploading files.

Some would send a quick command right before leaving, allowing the LLM to work in their absence.

Such actions were not perceived as additional burdens, 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 spill into evenings or early mornings 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 employees managed multiple active streams simultaneously: manually coding while AI generated an alternative version, running several 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 busyness.

Fueled by Enthusiasm

The company did not mandate the use of AI. Staff adopted it voluntarily, as the technology allowed them to "do more."

HBR pointed out that in the short term, this trend is favorable for company leaders. However, enthusiasm for experimentation will eventually wane, and employees will realize their workload has increased.

"Such an increase in workload can lead to cognitive fatigue, burnout, and diminished decision-making ability. The initial productivity surge may give way to declining work quality, turnover, and other issues," the study states.

HBR experts noted that this situation places leaders in a difficult position. Asking employees to self-regulate their responsibilities is not the best strategy. Companies should develop a set of norms and standards for AI use.

"Without such practices, the natural tendency when working with AI is not to reduce workload but to intensify it. This has implications for burnout, decision quality, and long-term sustainability," the study concludes.

Recommendations

Measures recommended by HBR include:

  • Intentional breaks to prevent workload accumulation;
  • Consistency—experts urge delaying non-urgent notifications and updates to protect focus, so employees are not unnecessarily interrupted while completing primary tasks;
  • Live communication—organizations should allocate time and space for human interactions, whether through brief meetings, collaborative reflections, or structured dialogues.

It is worth noting that in December 2025, a Nobel laureate predicted a wave of unemployment due to AI in the short term.