High workloads significantly increase the risk of employee absenteeism. When employees consistently have more work than they can handle, they become physically and mentally exhausted, which ultimately leads to burnout and time off work. This connection is particularly strong in the healthcare sector, where workloads have been above average for years. In this article, we answer the most frequently asked questions about workload, absenteeism, and what organizations can do to address them. Read more about AI solutions in healthcare further on in this article.
What are the effects of high workloads on employees?
In the short term, high workloads lead to fatigue, difficulty concentrating, and reduced motivation. Over the long term, they increase the risk of burnout, chronic stress, and physical symptoms such as sleep problems and heart complaints. Employees who consistently work under excessive pressure perform worse and are more likely to end up taking extended time off.
The consequences are not limited to the individual. A team in which multiple employees are overburdened functions less effectively as a whole. Mistakes are made more often, collaboration deteriorates, and job satisfaction declines. This has a direct impact on the quality of work and, in the healthcare sector, on the safety of clients and patients.
Signs of excessive workload include:
- Regularly working overtime without completing the workload
- Employees struggling to disconnect after working hours
- Growing cynicism or emotional detachment from work
- Rising short-term absences, such as frequently calling in sick for one or two days
- Decreased engagement and motivation
When these signs become visible, intervention is urgent. Waiting increases the likelihood of long-term absence and adds pressure to the remaining employees, setting a negative spiral in motion.
How strong is the link between workload and absenteeism?
The link between workload and absenteeism is strong and well documented. Organizations with consistently high workloads generally see higher absence rates, longer periods of incapacity, and more cases of burnout. Workload is one of the most commonly cited causes of long-term absenteeism.
It is important to note that workload is rarely the only factor. The interplay with other elements determines how great the actual risk of absence truly is. These include:
- Autonomy: Employees with greater control over their work experience the same volume of tasks as less burdensome.
- Social support: A positive atmosphere and support from colleagues and managers buffers the negative effects of workload.
- Recovery opportunities: Those who take sufficient breaks and can relax outside working hours are more resilient to high demands.
- Role clarity: Unclear expectations amplify the feeling of being overwhelmed, even when the actual workload is manageable.
The risk of absenteeism therefore rises not only because of the volume of work, but also because of the conditions under which that work is performed. Organizations that only reduce the number of tasks without addressing this broader context will only partially solve the problem.
Why is workload in healthcare particularly high?
Workload in healthcare is especially high due to the combination of a structural staff shortage, growing demand for care, and the emotionally intensive nature of the work. Healthcare workers are under pressure to support more clients with fewer staff, while the complexity of care needs continues to increase.
Demand for care is growing by approximately six percent per year, while the supply of qualified staff is not keeping pace. This means existing employees are taking on an ever-increasing number of tasks. Night shifts, check rounds, and continuous monitoring also require a high level of alertness, even when incidents are rare. That constant vigilance is itself a source of mental strain.
On top of this, healthcare workers regularly face emotionally difficult situations, such as the decline of clients or the death of patients. This emotional burden accumulates when there is insufficient time to recover or process experiences. The result is a sector with persistently high absenteeism and difficulty retaining staff.
What is the difference between workload and work-related stress?
Workload is the objective amount of work a person must carry out within a given time. Work-related stress is the subjective experience that arises when someone feels unable to cope with that workload. Workload is therefore the cause; work-related stress is the response to it.
This distinction has practical significance. Two employees with exactly the same workload can experience it very differently. One may find it challenging and manageable, while the other finds it overwhelming and stressful. Factors such as personality, experience, home situation, and the degree of control over one’s own work all play a significant role.
For organizations, this means that addressing workload is not the same as addressing work-related stress. An employee experiencing work-related stress sometimes benefits from additional support or better working conditions, even when the workload appears acceptable on paper. Conversely, an objectively high workload can be well managed when the conditions are stimulating and the employee has sufficient autonomy.
How can an organization reduce workload to lower absenteeism?
An organization can reduce workload by redistributing tasks, planning more efficiently, giving employees greater autonomy, and cutting unnecessary administrative burdens. Structural measures work better than temporary fixes such as extra leave or bonuses.
Concrete steps with proven impact:
- Hold regular workload conversations: Make workload a topic of discussion in team meetings and performance reviews so that problems are identified early.
- Analyze where the pressure is coming from: Is it a peak period, a structural shortage, or an inefficient process? The cause determines the solution.
- Reduce unnecessary administration: In healthcare, a large portion of working time is spent on documentation and reporting. Automating routine tasks gives that time back.
- Invest in onboarding and mentoring: New employees who become productive quickly relieve pressure on the team sooner.
- Give employees a voice: Teams that have input into scheduling and task allocation experience less pressure for the same volume of work.
Reducing workload requires a combination of organizational adjustments and attention to the individual employee. One-off interventions rarely produce lasting results. Sustainable improvement comes when workload is treated as an ongoing area of focus.
When is technology an effective solution for workload in healthcare?
Technology is an effective solution for workload in healthcare when it takes over routine tasks that currently demand significant time and attention from staff. This includes monitoring, alerting, and administration. By automating these tasks, healthcare workers can direct their attention to tasks where human contact and judgment are indispensable.
Not all technology has the same effect. Systems that require additional actions or data entry actually increase workload. Effective technology integrates seamlessly into the workflow, is reliable, and requires minimal input from staff.
During night shifts, where workload is high and staffing is limited, monitoring technology is particularly valuable. Systems that automatically detect when a client needs assistance prevent staff from having to carry out continuous manual checks. This not only reduces workload but also improves the quality of care.
How Kepler Vision Technologies helps address workload in healthcare
At Kepler Vision Technologies, we develop AI software that relieves the burden on healthcare workers by fully automating the monitoring of clients and patients. Our products, Kepler Night Nurse and Kepler NurseAssist, watch over clients in elderly care facilities and patients in hospitals around the clock. This means staff only need to take action when it is truly necessary.
In concrete terms, our software offers the following:
- Fall detection and fall prevention: The software immediately detects when someone falls and alerts staff within seconds.
- Lying position recognition: Automatic monitoring of clients without the need for manual checks by staff.
- Minimal false alarms: Only one false alarm every 92 days, significantly reducing alarm fatigue among staff.
- Privacy by design: Images are never viewed by humans, protecting both client privacy and staff comfort.
- Plug-and-play installation: Easy to plan, configure, and install, with no major technical intervention required.
By taking over routine monitoring tasks, we structurally reduce workload on the floor. Staff can focus on what truly matters: personal care and human connection. Want to find out what our software can do for your organization? Visit Kepler Vision Technologies and get in touch with us.
Frequently Asked Questions
How quickly can we expect results after taking measures to reduce workload?
The speed of results depends heavily on the type of measure. Organizational adjustments such as better task distribution or greater autonomy can have a noticeable effect on employees’ experience of work within a few weeks. However, structural declines in absenteeism figures are only reliably measurable after three to six months. It is important to evaluate progress in the interim through workload conversations and employee satisfaction surveys, so that you can make adjustments in a timely manner.
What if employees do not feel comfortable raising workload concerns with their manager?
This is a common problem and often points to a culture in which showing vulnerability does not feel safe. Organizations can break this pattern by using anonymous workload surveys, appointing confidential advisors, or placing workload as a standing agenda item in team meetings without directly linking it to individual performance. Managers play a key role here: when they openly discuss workload and boundaries themselves, they normalize that behavior for their team.
Is technology such as AI monitoring also suitable for smaller healthcare organizations with a limited budget?
Yes, modern AI monitoring solutions such as those from Kepler Vision Technologies are set up as plug-and-play and do not require a large technical infrastructure, which lowers the barrier for smaller organizations. In addition, the cost of the technology often weighs up against the savings on absenteeism costs and the deployment of additional night staff. It is advisable to conduct a cost-benefit analysis based on the current absenteeism figures and staffing costs of your specific organization.
What is the difference between short-term and long-term absenteeism, and how does this relate to workload?
Short-term absence (one to a few days) is often an early warning signal: employees who are regularly absent for short periods are indicating that the demands placed on them are too high. Long-term absence (longer than six weeks) typically occurs when those early signals are not picked up and the overload escalates into burnout or other serious conditions. Workload is one of the most important predictors of both forms of absence, but early intervention in cases of short-term absence often prevents the transition to long-term incapacity.
How do I actively involve employees in improving working conditions without creating additional pressure?
Involve employees through short, structured sessions — such as a weekly fifteen-minute team check-in on workability — rather than time-consuming processes. Use concrete questions such as ‘What took the most out of you this week?’ or ‘Which task could we organize differently?’ Small improvements that employees themselves suggest and that are implemented quickly increase their sense of autonomy and demonstrate that their input genuinely makes a difference, which in itself acts as a buffer against work-related stress.
Can night shift workers in healthcare really be relieved of pressure through monitoring technology, and how does that work in practice?
Yes, it is precisely during night shifts that the impact of monitoring technology is greatest, because staff are responsible for many clients with few colleagues and continuous vigilance is mentally very demanding. Systems such as Kepler Night Nurse take over the continuous observation task and only alert staff when action is genuinely required, such as in the event of a fall or an unsafe lying position. In practice, this means staff can carry out more targeted and better-timed interventions, which benefits both workload and the quality of nighttime care.
What are the most common mistakes made when addressing workload in healthcare organizations?
A common mistake is implementing one-off solutions — such as an extra day off or a team outing — without addressing the underlying causes. Technological tools are also sometimes introduced without sufficient training or buy-in, causing them to be experienced as an additional burden rather than a relief. Finally, workload is still too often seen as an individual problem belonging to the employee rather than an organizational responsibility, which leads to treating symptoms rather than achieving structural improvement.
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This content was generated with the help of AI and it may contain mistakes