{"id":14041,"date":"2026-02-14T18:22:50","date_gmt":"2026-02-14T17:22:50","guid":{"rendered":"https:\/\/elementapp.ai\/blog\/?p=14041"},"modified":"2026-03-04T07:09:32","modified_gmt":"2026-03-04T06:09:32","slug":"ai-intensifies-work-instead-of-reducing-it","status":"publish","type":"post","link":"https:\/\/elementapp.ai\/blog\/ai-intensifies-work-instead-of-reducing-it\/","title":{"rendered":"AI intensifies work instead of reducing it – consequences for HR"},"content":{"rendered":"\t\t
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AI intensifies work instead of reducing it - consequences for HR<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The promise I personally believe in is tempting \u2014 artificial intelligence will take over routine tasks and execute them autonomously, tirelessly. This is the vision driving AI adoption across virtually every industry, the vision fueling investors who keep pouring billions into language model development.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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New research published in Harvard Business Review, however, puts this vision under scrutiny. Their eight-month study at an American tech company (roughly 200 employees) revealed that AI doesn’t actually reduce workload. It consistently intensifies it.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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There’s something to this. Even though I deploy AI everywhere I can, my workload hasn’t shrunk one bit.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Work intensification<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The report identifies three mechanisms through which AI tools increase \u2014 rather than decrease \u2014 the scope and pace of work.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Task expansion<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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When AI fills knowledge gaps, employees start taking on responsibilities that previously belonged to others. Product managers and designers began writing code. Researchers took over engineering tasks. People in various roles started doing things they would have previously outsourced or simply postponed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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According to the researchers, AI makes new tasks feel<\/em> accessible. A sense of agency kicks in \u2014 “I’ll just try it with AI.” These small experiments add up to a real expansion of responsibilities. The side effect? Engineers spend more and more time reviewing and fixing code generated by colleagues who got into “vibe coding.”<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Mapping this to my own experience, I can confirm. AI gave me back time, but also new capabilities \u2014 and I don’t hesitate to use them. Vibe coding our ATS system<\/a> has become part of my daily routine, and my role as a trainer and AI implementation consultant is thriving. The result? Just as I never had enough time before, I still don’t. Maybe even less so now.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Blurring the line between work and rest<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The study’s authors note that AI drastically lowers the barrier to starting a task. No more blank page, no more startup friction. The effect? Employees began “firing off a quick prompt” during lunch, in meetings, right before leaving the office \u2014 so AI could work while they were on break.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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These micro-actions don’t feel<\/em> like work. Writing a prompt feels more like a conversation than a formal task. But over time, the workday loses its natural pauses, and the boundary between work and rest becomes easier and easier to cross. Many employees admitted in hindsight that their breaks had stopped serving any restorative function.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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More multitasking<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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AI introduces a new rhythm. Employees juggle multiple threads simultaneously \u2014 writing code by hand while AI generates an alternative version, running several agents in parallel, returning to long-shelved tasks because “AI can handle them in the background.” This is definitely my case. I regularly work alongside multiple agents. Multitasking has always been my natural work mode, with all its positive and negative consequences.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The researchers note that having a “partner” creates a feeling of momentum, but the reality is constant attention-switching, checking AI outputs, and a growing list of open tasks. Cognitive load rises even when the work feels<\/em> productive.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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A self-reinforcing cycle<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The report’s authors describe a mechanism that’s hard to stop. AI speeds up tasks \u2192 expectations around pace increase \u2192 greater dependence on AI \u2192 an even wider scope of attempts \u2192 even more work. As one of the engineers in the study put it: you thought AI would save you time and let you work less? In reality, you work just as much or even more.<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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There’s a real risk that what looks like a productivity explosion in the short term could, over a longer horizon, lead to burnout, judgment errors, and difficulty distinguishing genuine gains from unsustainable intensity.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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What can organizations do? The \"AI practice\" concept<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The report suggests that companies shouldn’t react passively but should deliberately shape norms around AI use. These norms should rest on three pillars:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Intentional pauses<\/strong> \u2014 planned moments to stop, verify assumptions, and assess direction before work continues. They don’t slow things down; they prevent quiet overload from building up.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Sequencing<\/strong> \u2014 instead of reacting to every AI output in real time, organizations should batch notifications, protect focus windows, and let work progress in coherent phases. Less fragmentation, less costly context-switching.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Human anchoring<\/strong> \u2014 protecting time for human-to-human contact. Short check-ins, shared reflection, dialogue. AI offers one synthesized perspective, but real creativity requires exposure to diverse human viewpoints.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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What does this mean for HR and entire organizations?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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HR departments will find themselves in a dual role when facing these phenomena. On one hand, they’ll be subject to work intensification themselves: recruiters and HR professionals using AI will start taking on more processes, writing prompts between meetings, juggling multiple candidate pipelines at once. The feeling that “AI can handle” one more recruitment, one more report, one more compensation analysis will keep growing. With that feeling may come a quiet expansion of duties, blurring of workday boundaries, and rising cognitive load. I don’t think most HR professionals are immune to these mechanisms.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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On the other hand, HR departments will be the first to deal with the effects of AI intensification across the entire organization. If employees in various departments start working faster, more, and without natural breaks, the consequences will land on HR’s desk: rising burnout indicators, declining engagement in pulse surveys, more sick leave, higher rates of irritability and team conflicts, and so on. HR will be the ones collecting these signals, diagnosing them, and trying to respond. And if they’re already exhausted from the intensification of their own AI-augmented work, their ability to respond effectively will be severely limited.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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What becomes even more important is that tools supporting HR work don’t just speed up processes but, above all, structure and lighten them. An example from my own domain \u2014 a well-designed ATS system<\/a> shouldn’t be yet another source of notifications, prompts, and tasks to manage. It should function as a framework that organizes workflow, automates what’s truly repetitive, and gives recruiters space for what humans are still irreplaceable at.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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The key question<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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The Berkeley researchers end their article with a question every leader should ask themselves \u2014 will you actively shape how AI changes work in your organization, or will you let that change quietly shape you?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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For HR departments, this question carries particular weight. Because if they don’t answer it deliberately, they’ll become both victims and firefighters of the same blaze.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Read more about Element<\/a> here.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\tDISCOVER ELEMENT!\t\t\t\t\t<\/h2>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
\n\t\t\t\t\t\tFast, agile and user-friendly ATS created by recruiters for recruiters\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
\n\t\t\t\t\t\n\t\t\t\t\t\tSCHEDULE A DEMO\t\t\t\t\t<\/a>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\tMaciej Michalewski\t\t\t\t\t\t<\/h4>\n\t\t\t\t\t<\/a>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t
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CEO @ Element. Recruitment Automation Software<\/p>\n\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Recent posts:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tThe Great Reorg: companies are rebuilding around AI\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Foundation Capital interviewed 25 companies and found that AI is not just speeding up work \u2014 it is forcing organizations to rebuild from the ground up around four human roles.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tGallup 2026: the workplace is cracking and managers lose drive faster than the rest\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Gallup State of the Global Workplace 2026: engagement fell to 20%, managers lose drive faster than their teams, and the AI paradox is clear: personal productivity rises, organizational does not.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tA Polish-founded robot that drives screws faster than humans\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
\n\t\t\t\t\t\n\t\t\tMaciej Michalewski\t\t<\/span>\n\t\t\t\t<\/div>\n\t\t\t\t
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A Polish-founded robot that drives screws faster than humans When people think about automation, they usually picture chatbots, image generators, and coding assistants. Meanwhile, AI<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tPeople prefer AI poetry over Shakespeare\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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A study published in Scientific Reports (Nature) produced results that should interest anyone who thinks human creativity is easy to tell apart from machine output.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThree tools that measure AI’s impact on the job market\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
\n\t\t\t\t\t\n\t\t\tMaciej Michalewski\t\t<\/span>\n\t\t\t\t<\/div>\n\t\t\t\t
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The debate about AI’s impact on the job market has been going on for years, but it only recently moved past the “experts predict” stage.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t

\n\t\t\t\t\n\t\t\t
\"\"<\/div>\n\t\t<\/a>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tPoland’s job market: 238,000 offers and the specter of jobless recovery\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
\n\t\t\t\t\t\n\t\t\tMaciej Michalewski\t\t<\/span>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t

In February 2026, Polish employers posted 238,000 job offers \u2013 7% fewer than last year. Analysis of the Grant Thornton report and Element CEO commentary.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE \u00bb\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

AI intensifies work instead of reducing it – consequences for HR The promise I personally believe in is tempting \u2014 artificial intelligence will take over routine tasks and execute them autonomously, tirelessly. This is the vision driving AI adoption across virtually every industry, the vision fueling investors who keep pouring billions into language model development. …<\/p>\n

Poland’s job market: 238,000 offers and the specter of jobless recovery<\/span> Read More »<\/a><\/p>\n","protected":false},"author":1,"featured_media":14040,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"AI intensifies work","_yoast_wpseo_title":"AI intensifies work instead of reducing it - for HR","_yoast_wpseo_metadesc":"Harvard Business Review study reveals AI does not reduce workload but consistently intensifies it. What this means for HR departments and organizations.","_yoast_wpseo_opengraph-title":"AI intensifies work instead of reducing it - for HR","_yoast_wpseo_opengraph-description":"Harvard Business Review study reveals AI does not reduce workload but consistently intensifies it. 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