Robert Walters’ report explores how Ireland’s professionals are managing increasing yet unrecognised workloads.

According to research from Robert Walters, Irish professionals are reporting an increase in work as a result of a growing ‘shadow workload’, consisting of the invisible, non-core tasks employees often undertake alongside their main responsibilities and activities. 

Six out of 10 Irish participants in Robert Walters’ study said that in the last year, the remit of their work has expanded, without being officially recognised, acknowledged or accompanied by additional pay or career progression.  

In response, professionals are finding themselves in a position where they are now working longer hours (53pc of respondents). Nearly one in five said that they often have to delegate tasks where possible. Only 16pc of those who contributed their data have even spoken to their employer about the sudden spike in workload. 

Commenting on the announcement, Suzanne Feeney, the country manager at Robert Walters Ireland, said, “Many Irish organisations are navigating a tougher operating environment right now, facing cost pressures, greater competition for top talent and the need to deliver more with fewer resources.”

Flaming out

In the workplace, when the level of work increases it is often accompanied by burnout, fatigue and general dissatisfaction. The report found that to manage added responsibilities, employers are now turning to AI tools as a means of creating more time. 37pc of Irish workers admitted to using AI tools to handle tasks they typically wouldn’t be able to manage. 

More than two in five participants (42pc) explained that burnout at work is a frequent occurrence, while a further 35pc reported it as being an intermittent experience. 

“Taking on new responsibilities can be valuable for both individuals and organisations, particularly when it supports growth and capability building,” said Andrew Powell, the chief commercial officer at Robert Walters.

“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.”

Powell advised employers and leaders to keep an eye on how work is being distributed and whether employees are under increasing levels of pressure.  

He said, “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.

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

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