Is artificial intelligence demoralizing tech employees? It is, according to the experts.

Do you experience demotivation within your organization, regardless of all the improvement attempts? Do you feel less inspired or impactful as an expert? You are not alone, as confirmed by experts. Accordingly, tech advancements have something to do with how we perceive work and the global emotional turmoil we have been exposed to since COVID-19. 

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Artificial Intelligence: Our frenemy

So far, technological advancements, especially the generative A.I. revolution, have created new opportunities like a well-oiled machine. As specific tasks become automated, employees can finally shift their focus to more strategic, creative, and complex aspects of their roles. Moreover, there is an increasing demand for skills that complement artificial intelligence (AI), such as critical thinking, emotional intelligence, and adaptability. Organizations that actively support their employees in acquiring and developing these skills can mitigate the negative impact of technological advancements.

However, AI also brought a new professional terror into our lives. An AI report released in March by Goldman Sachs states that AI systems like ChatGPT could impact 300 million full-time jobs worldwide, with administrative and legal roles among the most exposed categories. So far, the integration of generative AI has improved coding, contract drafting, content writing, trading, medical diagnosis, and many more areas where expert know-how and guidance were crucial. Now we know that as long as we have the know-how, the guidance can be replaced or decreased to a certain level, making even experts redundant. 

Machine revolution: the replacement has already started

According to media reports, many tech companies have started experimenting with AI tools to complement their recruiting efforts. This method is prevalent for 2023's "venture drain" era as start-ups and scale-ups are expected to apply "economic austerity" measures.

IBM already announced its plans for a hiring freeze in favor of artificial intelligence in May 2023. Accordingly, IBM intends to replace 7,800 jobs with AI.

Klarna is another enthusiastic AI advocate in the tech community. The Swedish fintech is said to be implementing a hiring freeze as its CEO, Sebastian Siemiatkowski, focuses on leveraging artificial intelligence (AI), including tools like ChatGPT, to handle tasks traditionally performed by humans. The company laid off 10% of its staff during an economic downturn in May but now aims to avoid layoffs by relying on AI to increase efficiency. Siemiatkowski believes that AI can expedite processes, requiring fewer human resources. This move aligns with a broader trend where companies, such as IBM, are adopting automation, leading to hiring freezes and the elimination of roles that can be automated. Klarna aims to develop consumer-facing AI features, positioning the company as a "personal finance assistant."

Is this change making us unhappy? 

Employees are unhappier now than they have been since the height of the pandemic three years ago, according to newly released research from BambooHR, including data from 57.000 employees, which Inc. featured. Wharton Psychologist Adam Grant believes that this is due to the emotional exhaustion from the "permacrisis" we have continuously experienced since the pandemic, decaying workplace cultures, as well as employees being concerned over being replaced by AI or simply feeling daunted at the idea of needing to cope with this new and powerful technology.

Do we fear technology so much?

 A new outlook on competition: competing with machines

Technological advancements can indeed evoke emotions and concerns among employees, particularly with the rise of technologies like artificial intelligence (AI) that aim to increase efficiency and automate certain tasks. One prominent concern is the fear of being replaced by machines. This anxiety is not unfounded, as automation can potentially eliminate certain routine and repetitive tasks, especially those involving low-skilled and easily automatable work. 

Employees may worry about job security and their future relevance within the organization. The prospect of AI and automation taking over certain job functions can create a sense of uncertainty, leading to concerns about employability and the need to acquire new skills. The fear of being replaced can be particularly prevalent among workers whose tasks are perceived as routine, mundane, or easily codifiable.

Furthermore, the increasing efficiency of technological advancements can be a double-edged sword. While it enhances productivity, it may also lead to the downsizing of specific roles or departments. This turmoil can create a sense of demotivation among employees, especially if they perceive the technological changes as a threat rather than an opportunity for growth. The fear of redundancy can adversely affect morale and job satisfaction, potentially decreasing overall workplace motivation.

The phenomenon of imposter syndrome, wherein individuals doubt their abilities and fear being exposed as frauds despite evidence of their competence, may be exacerbated by technological advancements. As employees witness the implementation of AI and automation, they may question the unique value they bring to the organization. Comparing human skills to those of machines can contribute to feelings of inadequacy and self-doubt, intensifying imposter syndrome.

How can leaders transform the AI fear into power?

Effective communication from leadership is crucial to addressing these professional concerns. Transparent communication about the organization's vision for technological integration, the value placed on human skills, and the potential for upskilling can help alleviate fears. Additionally, providing avenues for continuous learning and professional development can empower employees to adapt to the changing technological landscape, fostering a sense of control over their career trajectories.

Leaders should openly talk to their teams about what the changes might mean for the workforce in the long run. As permitted by applicable laws, team members should be allowed to test generative AI tools to enhance work performance and discuss potential integration areas. Education budgets should be allocated to team members to familiarize them with AI and its applications in particular sectors. 

Organizations that navigate the next-gen digital transition with sensitivity and inclusivity are more likely to foster a positive and motivated workforce despite the changing technological landscape.

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