90.0% Say Labor Shortage Affected Their Leave of Absence

Rodina Inc. (Headquarters: Hiroshima City, Hiroshima Prefecture; CEO: Kosuke Yamada), a company specializing in return-to-work and employment support, conducted a survey on "The Impact of Labor Shortages on the Workplace Environment and Mental and Physical Health." The survey targeted 200 business professionals nationwide who had experienced leave due to mental health issues (such as depression and adjustment disorders) and who work or had worked in companies facing labor shortages.

The results revealed that as labor shortages become prolonged, increases in workload and changes in roles and responsibilities place a greater burden on mental and physical health, ultimately leading to leave.

Key Points

- Workplace labor shortages had a "very large impact" (43.0%) or a "somewhat large impact" (47.0%) on taking leave.
- In the workplace, "operations were hindered" (54.5%), "the entire workplace was constantly busy" (48.0%), and "long working hours and holiday work were common" (43.0%).
- The most common duration of labor shortages was "over 1 year" (34.5%), with 68.5% lasting "over 3 months."
- Due to labor shortages, "tasks outside one's original role and heavy responsibilities increased" (59.0%), "workload increased significantly" (54.0%), and "concurrent and auxiliary roles expanded" (40.0%).
- As a result of changes in workload and roles, "the burden increased considerably" (52.2%) and "the burden increased to the point of feeling at one's limit" (35.2%).

Background and Implications

Theme: Survey on "The Impact of Labor Shortages on the Workplace Environment and Mental and Physical Health"

This survey found that in workplaces with labor shortages, "operations were hindered" at 54.5%, "the entire workplace was constantly busy" at 48.0%, and "long working hours and holiday work were common" at 43.0%, revealing a state of high pressure across the entire workplace. Additionally, the most common duration of labor shortages was "over 1 year" at 34.5%, indicating that many workplaces faced this as a chronic issue rather than a short-term staffing gap. Furthermore, labor shortages led to "tasks outside one's original role and heavy responsibilities increasing" (59.0%) and "workload increasing significantly" (54.0%), confirming that the scope of roles and responsibilities expanded, not just busyness.

Consequently, regarding the mental and physical burden, "the burden increased considerably" was 52.2%, and "the burden increased to the point of feeling at one's limit" was 35.2%, with the total reporting an "increased burden" reaching 98.9%. Moreover, 43.0% said labor shortages had a "very large impact" on their leave, and 47.0% said a "somewhat large impact," totaling 90.0% who recognized the impact on their leave. These results suggest that labor shortages are a structural problem that not only creates workplace busyness and operational hindrances but also intensifies the mental and physical burden through increased individual workload and responsibility, ultimately leading to leave.

Survey Overview

Survey Name: Survey on the Impact of Labor Shortages on the Workplace Environment and Mental and Physical Health

Period: March 2026

Method: Internet survey

Target: Business professionals nationwide who experienced leave due to mental health issues (depression, adjustment disorders, etc.)

Responses: 200

Detailed Survey Results

90.0% Say Labor Shortage Affected Their Leave

Regarding the extent to which workplace labor shortages affected their own leave:

- Very large impact: 43.0%
- Somewhat large impact: 47.0%
- Not much impact: 6.5%

The combined 90.0% who answered that it had an impact suggests that labor shortages were perceived as a major factor deeply involved in the decision to take leave.

About Half of Workplaces Under Severe Strain

Regarding the state of the workplace at the time of leave, the most common responses were:

- Operations were hindered: 54.5%
- The entire workplace was constantly busy: 48.0%
- Long working hours and holiday work were common: 43.0%

About half of the respondents felt a deterioration in the work environment or hindrance to work performance. Additionally, responses indicating a decline in overall organizational function, such as "chain of resignations" (28.0%) and "decline in service quality" (24.5%), were not uncommon. This suggests a deep relationship between labor shortages and the deterioration of the workplace environment.

46.5% of Workplaces Had Labor Shortages for Over Six Months, Most Common Over One Year

Regarding the duration of labor shortages:

- Lasted over 1 year: 34.5%
- 1 month to less than 3 months: 25.0%
- 3 months to less than 6 months: 22.0%

These results indicate that labor shortages were not temporary but continued over long periods.

Burden Expanded Beyond Original Roles Alongside Increased Workload

Changes in workload and roles due to labor shortages:

- Tasks outside original role and heavy responsibilities increased: 59.0%
- Workload increased significantly: 54.0%
- Concurrent and auxiliary roles expanded: 40.0%

These results suggest that labor shortages not only increased workplace busyness but also placed tasks and responsibilities beyond the original scope onto individual employees, intensifying the burden leading to leave.

Almost All Felt Increased Mental and Physical Burden Due to Changes in Workload and Roles

Feelings of mental and physical burden accompanying changes in workload and roles:

- Burden increased to the point of feeling at one's limit: 35.2%
- Burden increased considerably: 52.2%
- Burden increased somewhat: 11.5%

The total reporting an "increased burden" reached 98.9%. These results suggest that the changes in workload and roles accompanying labor shortages were not temporary loads for many but became a serious increase in burden affecting their mental and physical health.

Commentary by Dr. Satoshi Tsubota

There are two notable points in this survey.

First, in workplaces with labor shortages, not only did the amount of work increase (54.0%), but 59.0% reported that "tasks outside their original role and heavy responsibilities increased." People with a strong sense of responsibility tend to take on too much, but pressure without adequate support causes significant mental stress. Taking leave is by no means a sign of personal weakness; the environment's influence appears to have been very significant.

Second, 87.4% of respondents were under severe burden, and the most common duration of this situation was "over 1 year" (34.5%). This is evidence that they endured to the very limit, feeling SOS signals from their mind and body while being considerate of those around them, rather than experiencing temporary busyness. The mental strain of continuing to persevere alone is immeasurable.

Based on these survey results, here are three recommendations for working healthily.

1. Transform organizations to not rely on individual kindness.
Mental health issues are not a matter of poor self-management. Instead of relying entirely on individual employees' sense of responsibility, management that can apply the brakes, saying "this is enough," is required.

2. Create mental space by "subtracting" tasks.
Especially when you cannot immediately increase staff, companies need to make the decision to reduce tasks that do not need to be done right now (subtraction). Clarify role boundaries and consider mechanisms that prevent burdening one person.

3. Promote recovery of mind and body and improvement of the workplace environment together.
Even if the mind and body recover, pushing the person back into the same environment will lead to a recurrence. It is important to improve the workplace environment in parallel with the individual's recovery.