Different workloads among employees

Introduction

Workload is an issue present in all companies, yet only few employees talk about it, and many leaders avoid the subject altogether.

Leadership is therefore challenged to recognize the effects of workload on employee motivation and performance early on and to take action. Uneven workloads also affect team dynamics, which can escalate into a “wildfire” if left unchecked.

Challenge

Employees have different reasons for not opening up to their leaders.

They fear being seen as incapable or weak, which could disadvantage their career and heighten concerns about job security. Many also put pressure on themselves, believing they must handle every task—even when the workload is clearly too much. They interpret this overload as a personal failure and suppress it instead of speaking up.

Typical employee-side reasons include:

• Fear of consequences

• Hope for improvement

• High personal standards

• Loyalty toward team members and leaders

• Pride or dismissal of the issue

• Lack of leadership and absence of an open feedback culture

In many cases, this sense of helplessness is a result of the work environment and shortcomings in leadership and/or the company itself.

Examples include a lack of open communication, absence of psychological safety, prioritization of short-term business goals over employee health, or missing recognition for extra performance. Under such circumstances, employees either cannot express their concerns or are too afraid to do so.

Analysis & Insights

The first step for leaders is to assess the current situation and recognize urgent needs for action. Overload can quickly result in absenteeism due to illness or burnout—leading not only to reduced productivity and revenue losses, but also to a slowdown in the company’s capacity for transformation.

The second step is not only to want change but to actively initiate it.

While some conditions, such as leadership culture and corporate culture, are defined at the business level and cannot be changed directly by a single leader, adjustments can and should be made within their own level of responsibility and downward.

Solution approaches

There are many possible approaches. The following examples highlight some ways forward:

• Establish clear structuresDefine responsibilities and tasks so that every employee knows their authority and duties. Communication should be transparent across all channels to avoid misunderstandings. Processes should be reviewed to eliminate redundancies and inefficiencies.

• Workforce planningWorkforce planning has a direct impact on workload.(We have examined this topic in more detail in the Workforce Planning section.)

• Leverage employee strengthsEach team member has specific qualifications and strengths. Leaders should identify who is best suited for which tasks to achieve progress efficiently. A 1:1 conversation is the best way to do this.(See 1:1 Whitepaper.)

• Provide collegial supportLeaders should treat employees with openness and respect, give honest and constructive feedback, and support them in challenges without taking over responsibility. Sharing knowledge also fosters mutual trust, which is vital for a healthy team climate.(See 1:1 Whitepaper.)

• Promote a healthy error cultureMistakes happen—especially when employees are under pressure. Leaders must communicate openly that mistakes are allowed and can be valuable learning opportunities, as long as lessons are drawn from them.

• Navigate change effectivelyChange is inevitable but can only be mastered successfully when there is trust between employees and their leader.(See Whitepaper: Readiness for Change Among Long-Standing Employees.)

Conclusion

Uneven workloads within a team are not isolated cases but a reality in nearly every company. This imbalance can be harmful not only to employees but also to the organization as a whole.

It is the leader’s responsibility to remain alert, work actively with employees, and make targeted adjustments. Leaders must take ownership, understand the individual needs of their team, and create the conditions necessary for healthy workload distribution.

Leadership does not mean doing everything alone—it means stepping up, paying attention, and taking action so that every employee’s potential can be realized without them burning out.