The workplace has changed drastically over the past several years. The rise of flexible working, a newer and bigger focus on mental health and wellbeing, and a push for workers to upskill or reskill have all contributed to accelerated change in this space. But the advent of AI in the workplace represents the biggest shift, both for its immediate impact and how it will likely shape the future. Â
For many companies, AI presents an exciting opportunity to expedite tasks, innovate and build new tools, and generate additional streams of revenue. For workers, however, AI can feel like more of a hindrance than a helping hand, leading to waves of backlash against new AI tools.
With this in mind, HR professionals and People Leaders must recognise how AI can trigger these tensions in the workplace and have the necessary strategies in place to address them. If such anxieties go unchecked, they risk leading to diminished morale, lower productivity, and lower outcomes for recruitment and retention efforts.
Employee anxiety and FOBO (Fear of Being Obsolete)
There are an increasing number of process-focused tasks being automated by AI, and it’s even being used for higher-priority tasks like idea generation, content drafting, and standardising brand tone of voice. While this can be seen as a source of strategic potential and growth for companies, for employees, it can be read as a threat to their job security and livelihood.
This specific strain of anxiety is sometimes referred to as FOBO (Fear of Being Obsolete), and if left unchecked, can spiral into poor output.
These concerns are visible in the data. Our own research found that three-quarters (76%) of employees have concerns about AI’s impact on their role. Furthermore, a fifth (22%) admit that they worry about AI making their role redundant, and a similar number (21%) shared concerns about the automation of key responsibilities within their business. However, the same study also reveals that a quarter (24%) of employees think AI will help them perform more efficiently and a similar number (23%) think it will help them upskill, suggesting that AI in the workplace is a much more nuanced topic of conversation.
HR Professionals can lean on this approach when framing the role of AI in the workplace. For example, by baking AI into learning and development programs, employees have the chance to build up a new skillset and better understand how AI can enhance and expedite certain tasks instead of being seen as a form of replacement.
In a similar vein, communication lines must remain open and transparent with employees. This means being clear about how and where AI will be implemented and why, and giving people the opportunity to ask questions and share concerns. Pilot programmes or listening groups can also be a way of bridging the gap between employees and senior management, by giving them the space to trial out AI tools and share practical feedback on what works and what doesn’t.
Ensuring that internal messaging is consistent will also reassure employees. As part of this, prepping line managers with the right tools and training to help have those conversations with employees will also help foster a more trustworthy working environment, and give employees the confidence they need to succeed.
The risk of change fatigue
A major driver of development in the workplace is due to rapid technological advances and changes. However, the quick pace can sometimes do more harm than good by causing ‘change fatigue’ in employees. This can mean lower engagement and greater resistance to new tools or changes due to a constant stream of updates.
As such, HR professionals must work with internal stakeholders to ensure that any upcoming changes are spaced out across a longer period of time. This helps minimise change fatigue while also allowing employees to process the changes gradually and implement them into their routines.
Like AI, a huge part of these concerns comes down to a lack of proper communication and support. Employees must have the opportunity to share their own thoughts, whether it’s with their line manager, in an open forum, or both. Proper training and support must also be provided too, as this will ultimately create meaningful dialogues and actions.
The change manager role
HR and People Leaders are vital in introducing change whilst still keeping people at the heart of the operation. Ensuring that skills like empathy, creativity, relationship building, or collaboration are still being celebrated through performance frameworks, recognition programmes or bonuses, and career development opportunities will help detract from negativity around AI and new technologies, and help accomplish strategic business goals.
The challenge will be in striking the right balance between the two sides, but if executed well, it could be a huge benefit to organisations.
