Shadow Workloads Are Stacking Up for Professionals

Shadow Workloads Are Stacking Up for Professionals

81% say their roles have expanded beyond what they signed up for

·        51% are now working longer hours

·        Only 16% have spoken to their managers about the workload creep

·        65% say they are using AI tools to fill in skills or knowledge gaps

·        44% are regularly experiencing competence hangovers

According to new findings from global talent solutions partner Robert Walters, 8 in 10 professionals say their remits at work have unofficially expanded over the past 12 months.

The pulse survey indicates that the majority of participants are now handling shadow workloads resulting from an increase of expectations over the past 12 months without official acknowledgement, additional pay, or progression.

To manage the increased duties, professionals are working longer hours (51%) and delegating tasks where possible (21%).

Adding to concerns, only a minority (16%) of workers say they’ve spoken to their managers about the sudden increase of work.

According to the Office for National Statistics, payroll numbers have fallen in at least 8 of the 12 months leading up to January 2026.

Andrew Powell, Chief Commercial Officer at Robert Walters remarks, “Many organisations are navigating a tough operating environment right now, facing ongoing cost pressures and the need to deliver more with fewer resources. So, it’s not surprising that roles are evolving and responsibilities are being redistributed across existing teams.

“But when that shift happens without clear visibility or formal recognition, it can create ‘shadow workloads’ – where additional responsibilities build up informally over time.

“While this can help businesses stay agile in the short term, it isn’t a sustainable long-term solution and can lead to reduced productivity and increased risk of burnout if it isn’t managed carefully.”

AI Burnout

A recent study by Harvard Business Review showed how AI tool usage amongst 200 employees at a US-based tech company led to a broader scope of tasks, faster work pace, and longer working hours. Overall, this created a “workload creep” which risked fatigue, burnout, and weakened decision-making.

Indeed, the Robert Walters poll finds that 65% of participants admit to using AI tools to handle tasks they typically wouldn’t be able to do.

Andrew comments, “AI is already proving to be a powerful tool for boosting productivity and helping employees’ step into new areas more quickly. Many organisations are actively encouraging its use for exactly this reason.

“The challenge is ensuring it’s implemented in a way that genuinely reduces pressure rather than simply raising expectations. Without clear boundaries, there’s a risk that AI can accelerate the pace of work without addressing underlying capacity constraints.”

Work Hangxiety

AI burnout isn’t the only factor at play, a “competence hangover” usually follows a period of intense exertion and high performance, which can leave professionals experiencing brain fog, feeling drained, and emotionally flat.

When asked how often they experience this form of burnout at work, over two-fifths (44%) of professionals say it is a frequent occurrence, while a further 34% report it happens intermittently.

“Taking on new responsibilities can be valuable for both individuals and organisations, particularly when it supports growth and capability building,” explains Andrew.

“But if that effort isn’t recognised or managed effectively, it can lead to fatigue and diminishing returns, impacting everything from decision-making to overall productivity.”

Shadow workloads often build gradually, as extra tasks are gradually taken on. Leaders must act decisively to prevent this invisible overtime from creating unhealthy dynamics of stress and burnout in their workplaces.

"Addressing workload creep requires having greater visibility of where pressure is building and responding with the right mix of solutions - whether that’s redistributing work, investing in the right tools, or bringing in temporary expertise where needed,” Andrew advises.

“Ultimately, organisations that strike the right balance between efficiency and sustainable workloads will be better positioned to maintain long term performance."