AI was built to lighten the load. Instead, it’s pulling everyone down. Discover what leaders can do to steer the ship back on course.   

It’s no office secret: AI hasn’t quite delivered on its promises.  

What was meant to give employees “back” their time, energy, and balance has ended up costing all those things instead. New findings reveal that most workers today feel stressed out by AI. Whether they fear it, hate it, don’t understand it, or simply haven’t been given the means to properly use it, the consensus is clear: the drain of AI outweighs the gain—at least for now.  

Leaders see it too: the enthusiasm for AI is dwindling—if it was ever truly there. That’s not to deny that AI is the future, because it is—and, when implemented effectively, does in fact bring tremendous benefits for both employee and organization. What this does suggest, however, is that the way AI is currently being implemented simply isn’t working. 

Trouble in ParadAIse 

Employees are worried—about their jobs (65 percent), their value (41 percent), and their growth (27 percent). They’re anxious about their career prospects and what this means for their financial security, especially amid today’s economic volatility. More than that, they’re frustrated by what AI has already done to their culture: the colleagues they’ve lost and stand to lose, the moments of collaboration that have quietly faded, the rising demands now being placed on them, and more.  

Above all, they’re tired of the exhaustion of it all. 71 percent of workers say they’re burned out by AI—a finding that contradicts the claim that AI would make employees’ lives “easier,” when in fact, it’s made them much harder. 

Since their organizations adopted AI: 

• 77 percent of employees say their workload—and work stress—has increased 
• 65 percent say leaders’ expectations have become unreasonable 
• 47 percent say they’re struggling to maintain productivity 

These findings echo results from the latest WPO Psychological Safety Study, which show that workplace stress, conflict with managers, and performance pressures are now the leading workplace stressors worldwide.  

The StrAIn of Rapid Adoption 

In the rush to adopt AI, many organizations have created the very problems they hoped to solve: more work, fewer resources, and rising expectations on shrinking teams. 

Without proper training or thoughtful implementation, employees have found themselves wasting more time and energy figuring out how to use AI, reviewing its work, or pretending to use it. Rising layoffs and cost cuts, meanwhile, have left employees—and more notably, their managers—scrambling to fill in the gaps, cutting into their time, focus, and performance.  

As a result of these compounded pressures—combined with leaders’ misplaced assumption that AI would instantly boost productivity—many teams are burning out faster, producing less, and worst of all, losing trust in their employers. 

The bottom line: as organizations race to keep pace with the speed of technological progress, they must not forget that real progress is ultimately powered by people—and that people need time, patience, and continued support to move the needle forward. AI is a tool, not a miracle; its true value lies in the hands—and the health—of the people who wield it. And while AI output may be automatic, human performance is not. 

People need a sense of belonging, purpose, and wellbeing to thrive. They need to know their work—but more importantly, their growth and development—matter to their employers. They need time and opportunity to build new skills, clear and transparent leadership to feel included and informed, and support to stay healthy, focused, and high-performing. When leaders deliver on those needs, that’s when real efficiency gains are seen. 

People as the MAInframe of AI 

As experts emphasize, successful AI adoption depends not on the sophistication of the technology, but the strength of its human partnerships. Real buy-in starts with inclusion. By putting people back at the center of progress, leaders can ensure that digital transformation remains successful, sustainable, and beneficial—for people and performance alike.  

First and foremost, this requires extensive training and a clear, practical vision for how AI will be used. It means being transparent about the motives for its adoption, ethical in its application, and intentional about education—ensuring employees have the understanding, confidence, and skills they need to use AI meaningfully and sustainably.  

But more than that, it calls for a return to a people-first culture, rooted in psychological safety, trust, inclusivity, recognition, autonomy, clarity, and investment in employee development and wellbeing.  

At the core of today’s AI fatigue lies a simple truth: people feel forgotten—and jaded. So, they’re checking out, underperforming, or—worst of all—they’re leaving. But by returning to the principles of a human-centered workplace, leaders can restore trust, engagement, and enthusiasm for work and the future of work—and cultivate a resilient, high-performing, human workforce for the digital age. 

SustAIning Trust in the Age of AI: 5 Rs to Restore Engagement 

1. Recognize employees for their work.

Driving today’s burnout crisis isn’t automation, but appreciation—or rather, the lack of it. People thrive when they feel both valued and valuable, and burn out when they don’t.  

As Workplace Options President and CEO Alan King tells HR Leader, burnout is “the quiet undoing of all the things that make work meaningful… [the loss of] sense of purpose and belonging.”  

Beyond fears about job security, what makes AI such a concern for employees is its impact on their relationship with work itself. One in 10 say that AI has damaged their self-worth at work—turning them from creators into caretakers of the technology—while another two in five feel they no longer matter to their employers.  

Solving this is one answer to today’s AI resistance. When workers know their contributions, skills, and presence truly matter, they’re less likely to be stressed about job security, less likely to be searching for another role, and more likely to feel engaged and connected to their work. 

Restoring that sense of belonging and self-worth starts with meaningful recognition; not just digital kudos or automated shout-outs, but genuine, informal praise. In a world where more tasks are outsourced to machines, taking the time to meet face-to-face—or through video—to say “thank you” or “well done” goes a long way in sustaining engagement, optimism, and confidence in the future of work. 

2. Foster real relationships.

Of course, whether recognition feels truly “meaningful” depends on the bond between giver and recipient.  

With the concurrent rise of automation, hybrid work, and downsizing leaving employees feeling more disconnected from their teams than ever before, nurturing real human relationships whenever and wherever possible has become vital to sustaining their engagement, satisfaction, and confidence—in themselves, their leaders, and the future of the organization.  

Employees are more likely to embrace AI when it’s clear it exists to elevate—not eliminate—the human side of work. That clarity comes through consistent communication, visible collaboration, and a culture built on strong, authentic connections between employees, their managers, and their peers.  

By intentionally creating opportunities for connection, collaboration, and regular check-ins, leaders reaffirm that the workplace is still powered by and for people, not technology—and that the human element will never be replaced or forgotten in the AI-era workplace.  

3. Respect employees’ time and autonomy.

Central to honoring the human side of work is recognizing what human productivity looks like—and what people need to do their best work.  

Unlike AI, human performance isn’t programmable. People cannot produce flawless results on command, nor perform well under any circumstances. Instead, their contributions depend on the environment around them; factors like job control and autonomy, work schedules and workloads, and work-life balance all play a role in shaping their quality of work. When AI compromises these conditions, people start to lose interest—and productivity and performance decline.  

Sadly, research shows this is exactly what’s taken place. A growing majority of employees report that AI has inflated their workloads to the point that they can no longer meet expectations; cost them more time—inside and outside of work—to monitor and review its output; and diminished their sense of control or connection to work through tedious, low-value tasks. 

By ensuring that AI is used only to simplify workloads and enhance employees’ overall work experience—giving them more time and flexibility to focus on important projects and deliver high-quality results—employers can avoid such unnecessary demands on employees’ time and autonomy, and prevent them from feeling pressured to work like machines. 

4. Ensure reach, relevance, and representation.

Alongside fears of being replaced, a major driver of AI resistance is the feeling of being left out. As Donald Thompson, Managing Director of the Workplace Options Center for Organizational Effectiveness, explains in a new article for Reworked:  

“AI cannot be a command-and-control rollout…your job at the top is to tell the truth about why AI adoption matters. If leaders don’t address [AI fears] head-on…people retreat. The result is that the input we need from the front lines goes dark.”  

To earn buy-in, leaders must teach the “why,” show the “how,” and prove the “win,” as Thompson explains. This requires dedicated education initiatives, clear ethical guidelines, ongoing two-way communication, and human oversight processes that give employees a voice while ensuring AI decisions align with workforce needs. “Curiosity pods” and opportunities for experimentation can further ease anxieties about being shut out of the future while giving employees a chance to shape how technology is applied in their work. 

When employees feel not only informed but actively involved in the AI adoption process, leaders can turn cynicism into curiosity, feelings of exclusion into those of empowerment and enthusiasm, and helplessness into a shared sense of ownership—all of which quells resistance and fosters resilience and readiness for the AI-era workplace. 

5. Show regard for employees’ wellbeing.

In the age of machines, the single most important action employers can take to honor the human at the center of work is investing in employee wellbeing.  

Like performance, wellbeing is not automatic. It must be continuously nurtured, monitored, and supported to prevent its erosion or decline. By both acknowledging and accommodating employees’ holistic, human needs, employers send a powerful message that the human isn’t going anywhere and that distinctly human traits like compassion, empathy, and understanding will remain visible and central to the organization’s mission—even as tech adoption soars.  

Research shows that when employees feel satisfied with the wellbeing support provided by their employer, they are less likely to stress about job security, less likely to report a negative mental health impact amid organizational change, and more likely to stay engaged as the workplace evolves.  

Ultimately, most concerns about AI can be traced back to stress—be it worries about the future, changes to workloads, or the loss of connection that holds people together during moments of flux. Offering employees the comprehensive support they need to effectively manage stress and navigate the changes AI brings to the workplace ensures they are ready and determined to thrive alongside technology.  

Unlocking GAIns Through Human-Centered AI 

In 2026, the most successful organizations will be those that integrate AI with employees in mind—building systems that amplify, not undermine, their performance, wellbeing, and potential. 

Amid mass layoffs, a tight labor market, and economic instability, career prospects have never felt more uncertain. As employees question their value and professional viability, resistance to yet another threat to their job security naturally grows.  

The answer lies in meeting their anxiety with affirmation that they remain priority; that technology will only ever be used to reinforce—not replace—their work. By championing the tenets of a psychologically safe, human-centered workplace, employers can assuage fears while cultivating a high-powered workplace where humans and machines work together seamlessly.  

Get started today on a winning AI strategy. Connect with Workplace Options to learn more.