How ineffective technology contributes to burnout

'There's this communication and collaboration overload that organizations need to get a handle on'

How ineffective technology contributes to burnout

While technology often enhances workplace productivity, it can also hinder efficiency if not managed properly, warns one expert.

That’s because of the growing problem of "busy work"—administrative tasks, excessive collaboration, and unnecessary communication—that slow productivity rather than improve it.

"Technology, in most of our projects, is something that can be incredibly powerful to automate certain tasks, streamline certain processes, and create efficiencies and productivity gains within people's workflows,” says Joe O’Connor, CEO of Work Time Reduction.

"However, I would also say that technology is arguably the biggest hindrance to productivity in the modern workplace."

He cites recent studies that support this claim. A 2023 Asana study finds that 53 per cent of knowledge workers’ time goes to "work about work," while an Atlassian report reveals that 65 per cent of employees prioritize responding quickly to messages over focusing on high-priority tasks.

A previous Thomson Reuters report also claims that workers will be able to save up to 12 hours per week at work thanks to artificial intelligence (AI). However, a separate study found that three in four employees say AI is adding to their workload.

Digital overload and the cost to productivity

O’Connor points to a key issue in many workplaces: a lack of consistency in how technology is used. Employees often juggle multiple tools, with different teams using software in conflicting ways or adopting redundant platforms.

"If you look at your entire tech stack, you have a problem whereby different teams and individuals are either using the same tools in completely different ways, or they're using different tools for the same purpose. And this is creating bottlenecks, creating confusion, it's creating rework," he says.

According to a previous report, people spend an average of just 47 seconds on any one screen before shifting their attention elsewhere. It can take up to 25 minutes to regain focus on a project after an interruption.

"There's this communication and collaboration overload that organizations really need to get a handle on," says O’Connor.

Finding the right balance in technology use

While new technologies—including AI-driven tools for meeting transcription and workflow automation—improve efficiency, their success depends on proper implementation. O’Connor emphasizes that technology should act as a support system rather than a solution in itself.

"The line between technology that augments productivity and technology that acts as a tether which diminishes productivity is a very, very fine one,” he says.

For employers, this means ensuring that technology is integrated strategically and that employees receive proper training to use it effectively. O’Connor recommends conducting a tech and collaboration audit to assess which tools employees use, for what purpose, and whether they help or hinder productivity.

By implementing clear guidelines on digital communication and streamlining collaboration tools, organizations reduce unnecessary interruptions and improve efficiency.

Rethinking productivity gains

Beyond managing digital distractions, O’Connor emphasizes that productivity improvements should benefit both the organization and employees. He suggests a time dividend approach, where efficiency gains from AI and automation are shared with workers through reduced hours or more flexible schedules.

"Instead of banking all of those [gains] against the bottom line, reinvest four or six of those [hours] into new projects and initiatives, and give back the other two to four hours to the workforce," says O’Connor.

He explains that this approach accelerates the adoption of AI.

"You're going to move faster than most organizations because employees are going to be so motivated and so engaged in the process."

Additionally, by giving people that benefit and "that genuine stake in success," he says, organizations will "find it better to recruit and retain the very best, even if you're not able to pay top dollar salaries."

Latest stories