As artificial intelligence (AI) becomes increasingly embedded in everyday work, Lyra Southern Africa is observing growing concern among employees about keeping pace with changing workplace demands, evolving skills requirements and the increasing complexity of modern work.
BCG’s recent AI At Work research found that 72% of South African employees now use AI regularly, placing the country among the leading adopters globally. Yet this rapid uptake is reshaping the world of work: 72% of employees report that AI has already changed the skills required in their roles, while 47% say they spend more time managing and directing AI systems than performing tasks themselves. While 67% of regular users report higher job satisfaction, 41% also report increased mental strain.
These shifts are unfolding against a backdrop of economic pressure, rising living costs and ongoing skills shortages in South Africa, creating new challenges for employers seeking to balance productivity, workforce development and employee wellbeing.
According to Lyra Southern Africa, employers are increasingly navigating the intersection between workplace transformation, productivity expectations, skills development, and employee wellbeing.
“The conversation around workplace wellbeing has evolved considerably over the last few years,” says Glenn Simpson, client services manager at Lyra Southern Africa.
“Employees are managing multiple pressures simultaneously. Alongside financial concerns and economic uncertainty, many are adapting to new technologies, learning new skills, and adjusting to changing ways of working. These pressures have important implications for wellbeing, engagement, and organisational performance.”
Within employee support services, Lyra clinicians and wellbeing professionals are increasingly encountering concerns linked to rapid workplace change, digital overload, uncertainty about future career development and pressure to continually adapt to new systems and processes.
One of the most significant shifts is the changing nature of work itself. As technology automates routine tasks, employees are spending less time on repetitive activities and more time reviewing information, exercising judgement, solving complex problems and overseeing technology-assisted outputs. While these changes can create opportunities for more meaningful work and improved productivity, they can also increase cognitive demands if organisations fail to support employees through the transition.
For many organisations, the immediate challenge is not job replacement but work intensification. Productivity gains can quickly translate into higher expectations, accelerated deadlines, and increased pressure to remain constantly connected.
“Sustainable performance requires more than investing in new technology,” says Simpson.
“It requires investment in people, skills development and healthy workplace practices. Organisations that focus exclusively on productivity gains without supporting employees through periods of change may unintentionally increase wellbeing risks.”
Lyra has identified three common workplace challenges emerging across organisations introducing AI-enabled systems and advanced digital tools.
The first is pressure to continuously learn and adapt. Employees are increasingly expected to develop new capabilities while maintaining existing performance standards.
The second is uncertainty about future relevance and career growth. As technology becomes more capable, some employees begin questioning how their roles may evolve and where their value will lie in the future workplace.
The third is digital fatigue. Constant connectivity, information overload and continuous engagement with digital platforms can contribute to mental exhaustion, reduced focus, and declining wellbeing.
These challenges can be particularly pronounced in hybrid and remote working environments, where employees may experience fewer opportunities for social connection while managers have fewer informal opportunities to identify early signs of distress.
While these risks require attention, Lyra believes organisations should also recognise the substantial opportunities AI presents for strengthening employee wellbeing and mental healthcare when implemented responsibly.
The most successful workplace technology strategies are those that focus on supporting people rather than replacing them. While much of the public discussion focuses on automation and efficiency, organisations are increasingly recognising that the greatest value comes from combining technological capability with human judgement, empathy and expertise.
According to Lyra, optimising collaboration between people and AI is primarily a behavioural and leadership challenge rather than a technology challenge. Successful implementation requires intentional design, employee engagement, clear communication, and organisational buy-in.
“Employees need clarity about how technology will be used, confidence that it will support rather than undermine their roles, and opportunities to develop the skills needed to work effectively alongside it,” says Simpson.
In practice, this means allocating responsibilities according to the strengths of both people and technology. Digital tools are highly effective at analysing large volumes of information, identifying patterns, and streamlining administrative processes. Employees, managers, and wellbeing professionals provide contextual understanding, ethical judgement, critical thinking, and empathy required to make informed decisions and support meaningful human interactions.
Within mental healthcare and employee wellness programmes, this partnership can deliver significant benefits. AI-supported tools can improve access to wellbeing services, particularly for employees who face geographical, financial or time-related barriers to care. They can also extend support at scale, allowing organisations to reach larger and more diverse workforces.
Technology can further assist by identifying emerging wellbeing trends and potential risk factors earlier, enabling organisations to intervene before concerns develop into more serious personal or organisational challenges. These capabilities support earlier intervention, better resource allocation and more proactive wellbeing strategies.
AI-enabled administrative support can also reduce time spent on scheduling, record management and routine workflows, allowing clinicians and wellbeing professionals to dedicate more time to direct employee support and complex cases.
However, Lyra cautions that technology must remain a support tool rather than a substitute for human care.
Privacy, transparency, accountability and human oversight must remain central to any workplace wellbeing strategy that incorporates AI-enabled solutions. While technology can identify patterns, flag potential concerns and improve efficiency, it cannot replace empathy, ethical judgement, or meaningful human connection.
“The most effective approach is one where technology strengthens the work of wellbeing professionals rather than replacing it,” says Simpson.
“Technology can provide valuable insights, improve accessibility and help organisations respond earlier. Human professionals provide context, trust, empathy, and personal connection that remains fundamental to mental healthcare.”
For South African employers facing persistent skills shortages, continued economic pressure and increasing demands for productivity, employee wellbeing is becoming a business imperative rather than a standalone HR initiative. Organisations that invest in skills development, leadership capability and employee support alongside technology adoption will be better positioned to realise the benefits of innovation while maintaining workforce resilience.
“The future of work is not about replacing people with technology,” concludes Simpson.
“It is about ensuring that technology removes friction, expands access to support and provides better insights, while people remain empowered to focus on the uniquely human capabilities that organisations value most – judgement, creativity, empathy and connection. Organisations that balance innovation with wellbeing will be best positioned to build resilient, productive and sustainable workplaces.”