HR professionals are shouldering an increasing load of strategic responsibilities without corresponding support from leadership – and research shows it’s taking a toll.
According to payroll and HR software PayFit’s latest survey of senior HR professionals, nearly all respondents (98%) reported having taken on new responsibilities over the past 12 months, with mental health support (57%) and AI employee usage policies (56%) among the most frequently added tasks.
As HR continues to expand its role in business-critical functions, 64 percent of those surveyed said they are now working beyond their capacity. The additional responsibilities appear to be taking a toll on core HR functions, with 88 percent admitting that at least one aspect of their role has suffered as a result.
Initiatives such as mental health support (28%), diversity, equity and inclusion (25%) and employee engagement (25%) are the most likely to be deprioritised when workloads become unmanageable.
Leadership support seen as insufficient
The emotional and operational impact of increased responsibilities is evident. Over half of respondents (53%) reported higher stress levels, while 32 percent said their work-life balance has worsened. Nearly one in three (29%) indicated declining job satisfaction and 20 percent are considering leaving the profession altogether.
“HR teams have earned their seat at the table, driving some of the most meaningful changes in business today,” said Marie-Alice Tantardini, Chief People and Fulfilment Officer at PayFit. “New initiatives – from mental health and inclusion to AI adoption – are landing on HR’s desk. While this reflects the growing trust and influence they hold, it comes at a cost.
“At the current rate, something – or someone – might suffer unless the right resources and support are given. This is not about taking responsibilities away, but recognising that HR and leadership should work hand in hand and ensuring the right tools and team capacity is in place to make people-led change sustainable.”
Despite the added workload, only 31 percent of leaders have increased HR headcount and 30 percent have allocated additional budget for technology. At the same time, 42 percent of HR professionals said their line managers expect them to manage the new responsibilities without any further support.
Automation becomes a coping mechanism
Faced with constrained resources, many HR teams are increasingly turning to automation to cope. Digitisation is most prevalent in payroll processes, with 62 percent of respondents using automation tools in this area. Other common applications include time and attendance tracking (44%), recruitment and applicant tracking (42%) and benefits administration (39%).
The findings suggest that while automation may offer short-term relief, it is not a comprehensive solution for the structural imbalances HR professionals face. Without broader organisational support, many initiatives linked to employee wellbeing, inclusion and engagement risk being sidelined.
Tantardini added, “Leaders should see this as an opportunity to lighten the load while amplifying impact, giving HR teams the space they need to focus on what really matters without feeling overwhelmed.”
