In an exclusive interview with CanadianSME Small Business Magazine, Deborah Bottineau, Managing Director at Robert Half, breaks down the rising burnout crisis in Canada and shares practical ways SMB leaders can balance workload, support teams, and adapt to AI without losing their people.
Interview By SK Uddin
Deborah Bottineau is a Managing Director with Robert Half, the world’s first and largest specialized talent solutions firm. Her responsibilities include partnering with executive-level business professionals and clients across the GTA to optimize their talent and business strategies, managing high-performance teams, and overseeing Robert Half’s Technology and contract Administrative and Customer Service and HR practice groups, driving innovation and growth across these areas.
As a spokesperson for Robert Half, Deborah provides thoughtful commentary on hiring trends, organizational leadership strategies and career management, and her thought leadership has been featured in media outlets such as Global News, The Globe and Mail, Toronto Life, Post Media, and more.
Deborah joined Robert Half in 1998, and has also held the roles of Staffing Manager, District Director, Division Director, Branch Manager and Metro Market Manager. With over 20 years of experience in the industry, Deborah has witnessed all phases of the job market cycle first-hand.
Recent research from Robert Half shows a sharp rise in workplace burnout across Canada. From your perspective, what key factors are driving this surge, and why is it accelerating now?
What we’re seeing in our research and on the ground is that this surge in burnout is being driven by sustained, structural pressure more than short-term stress. Our research shows 62% of Canadian professionals now feel burned out, up sharply from 47% last year, which signals something deeper is happening. The number one driver is heavier workloads caused by understaffed teams, with 40% of workers citing this as the top contributor. Teams have been operating too lean for too long, often due to paused hiring amid economic uncertainty, and the strain is catching up.
At the same time, many professionals feel stuck in their careers or disheartened following restructuring and workforce reductions, both of which take a toll on morale. What’s accelerating burnout now is that these pressures are overlapping. Employees are carrying more work, facing limited growth opportunities, and being asked to adapt to ongoing change, including new technologies like AI, compounding burnout without addressing its root causes.
Your findings highlight understaffing and career stagnation as leading contributors to burnout. How can small and medium-sized businesses realistically address these challenges while managing limited resources?
For small and mid-sized businesses with limited resources, addressing burnout starts with being intentional rather than trying to do everything at once. Our research shows understaffing and career stagnation are major contributors, so even small changes in those areas can make a meaningful difference. On the staffing side, many SMBs are finding success with flexible solutions, such as contract or interim professionals, to relieve pressure during peak periods or absences without committing to permanent headcount increases.
Career growth doesn’t always require big promotions or costly programs. Transparent conversations about progression, skills development, and future opportunities go a long way in helping employees feel seen and valued. Cross-training, stretch assignments, or exposure to new projects can help reduce the feeling of being stuck.
Most importantly, leaders should regularly check in on workload and priorities. When teams understand what truly matters, what can wait, and where there might be additional support, it helps to reduce overwhelm. Flexibility in working location and hours can also be a powerful tool that costs nothing but enables employees to work in a way that may reduce stress and keep work-life balance in sight.
AI is beginning to influence workplace stress in new ways. How are employees reacting to AI-driven changes, and what should SMB leaders understand about balancing innovation with employee well-being?
AI is not yet a top standalone cause of burnout, with only 1 in 6 workers reporting it as a top cause. But it’s clearly reshaping how stress shows up at work. Many professionals tell us they feel increased pressure to maintain higher productivity as AI tools are introduced, with 37% citing this as a concern. Others worry about job security if they don’t adapt quickly enough, or feel overwhelmed and mentally fatigued by the constant need to learn new technologies alongside their existing workload.
The key issue is that AI is often layered onto already full plates. When innovation is introduced without reducing workload, adjusting expectations, or providing proper training, it can feel like just another demand rather than a support.
For SMB leaders, the takeaway is balance and support. AI adoption should be paired with clear communication, realistic productivity goals, and proper training along with time to learn. When employees understand how tools are meant to help, and not replace or overextend them, AI can ease pressure instead of amplifying burnout.
Interestingly, many professionals are not using their full vacation time due to workload concerns. What does this reveal about organizational culture, and how can leaders create environments where time off truly supports recovery?
When 40% of professionals aren’t using all their vacation time, it’s a strong signal that workload and culture are out of sync. Our research shows many workers avoid time off because they worry their workload will grow while they’re away, subsequently increasing burnout on their return, or because there’s no backup support to cover their responsibilities. That tells us time off exists in theory, but not always in practice.
In cultures where taking vacation creates more stress, recovery becomes impossible. Employees return to overflowing inboxes and mounting deadlines, which can undo the benefits of rest almost immediately. Time off becomes a band-aid solution that is ripped off as soon as they come back.
Leaders can change this by planning for coverage, redistributing work, cultivating a flexible workplace, and normalizing true time away. That might mean bringing in temporary support in the form of contract workers, cross-training team members, or setting clear boundaries about availability during leave.
As businesses navigate evolving workforce expectations, what practical strategies would you recommend to SMB leaders looking to reduce burnout, retain talent, and build resilient teams in 2026 and beyond?
Looking ahead to 2026 and beyond, reducing burnout requires a more proactive and systemic approach. For SMB leaders, the most effective strategies include ensuring workloads are realistic, specifically by addressing staffing gaps with flexible solutions, and having regular, honest conversations about capacity and career goals. Encouraging flexibility and creating workplaces that enable people to have proper time out without worsening stress is also essential.
Retention is closely tied to how supported employees feel. That means helping teams prioritize effectively, offering clarity during periods of change, and investing time (if not always money) into development and growth. Even small signals, like acknowledging effort or adjusting expectations during busy periods, can make a difference.
Leaders should also be thoughtful about how they introduce new technology, including AI, by pairing innovation with training and support rather than just higher demands. Ultimately, resilient teams are built when businesses address issues at their roots to create better, more sustainable workplaces.
Disclaimer:
The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. Our platform is dedicated to fostering dialogue and sharing insights that inspire and empower small and medium-sized businesses across Canada.
