Artificial intelligence is steadily transforming job roles, a phenomenon we’ve witnessed with past technological advancements. Elevator operators gave way to automatic elevators, manual farm jobs were automated, and switchboard operators were replaced by automated telephones. Examples abound of automation and technology displacing human labor.
However, the rise of generative AI feels distinctly different. The pace of change is unprecedented. For instance, in January of last year, ChatGPT garnered 15 million users, setting a record for the fastest-growing user base. The frequency of new AI tools emerging and enhancements to existing ones requires constant effort to keep up. At the same time, AI lacks sufficient safety guardrails, fostering fear of the skewed perspectives it may propagate.
AI evokes both awe and terror as organizations increasingly adopt the technology. The integration of AI raises uncertainties about where humans—especially knowledge workers—fit in. Internal communication about AI within organizations often falters, exacerbating anxieties about people being replaced by algorithms.
Employee sentiments about their jobs and the encroachment of AI stem from two core factors: identity and mattering. Identity refers to how individuals perceive their roles, while mattering pertains to the perceived importance of those roles to others.
Reimagining Identity and Value in the Age of AI: How Technological Advances Challenge Our Sense of Self and Significance
Whether it’s AI or other technological advancements, evolution in jobs strikes at the core of who we are and whether or not the work we do matters (and by extension whether or not we matter). Who am I if I can be replaced by an algorithm? Am I valued for the knowledge, skills, and experience I have? Is my value replaceable with a few keystrokes? Do I matter? For some, these questions are about the fear of losing jobs and income. For others, it strikes at issues that are more central to a sense of identity.
Identity
When contemplating the answer to the question, “Who are you?” people often answer with respect to the roles they play in their personal lives—parent, sibling, partner. They might include demographic information or details that include their pastimes or interests. For many, this question is also answered through the lens of job or vocation: “I am an author, a marketer, a relationship manager….” According to Pew Research, 73% of employees say their career is important to their identity. We think about what we want to be when we grow up, we have to choose schooling, majors, and then careers. These choices help shape and define who we are, how we see ourselves—in short, they shape our identity. So if our identity is linked to what we do, what are the implications when an AI can do it better and faster instead of us? If AI can replace some or all of our roles, does it also replace essential pieces of who we are?
Consider a writer who is proud of being able to find the right words to convey an important idea. That writer honed their craft through years of experience, reflection, and the application of their skill. Their currency is their intellectual capital. Now, in a matter of seconds, generative AI can produce similar results. And while that output doesn’t reflect the emotion, insight, struggle, joy, and pain behind the writer’s words, what it produces can be a close facsimile to human output. That doesn’t simply replace the writer’s contribution, it shakes the very core of that individual’s identity and that is bigger than a lost paycheck.
Mattering
Do I matter? Related to the issue of identity is mattering, which is a question about whether or not people feel you have an impact. At its root it asks the question, “Does anyone care about what I contribute?” The question of “mattering at work” is a factor the Surgeon General’s Framework for Workplace Mental Health and Well-Being highlighted as being an essential element. Employees want to feel as though their work has meaning and they are contributing to something bigger. They want to know that they matter as human beings. In fact, a majority of people say it is somewhat or very important to them to feel respected at work. Those who reported not having meaningful work were much more likely to report that they were typically tense or stressed out during their workday (71%) than those who reported having meaningful work (45%).
Consider, in this light, the role of a copy editor whose job it is to make sure that an organization puts their best foot forward in what they write and produce. Making sure the content is error free, well written, and reflective of the company’s brand are their badges-of-honor. Once the final stop before a public release of information, copy editors now don’t even need to be part of the process. AI technology can read, review, edit, and refine content with the click of a mouse, leading that copy editor to wonder if they no longer matter to their organization. Who are they if they can be replaced by a robot?
Being Replaced by an Algorithm or a Bot Strikes at the Core of Employee Dignity and Respect
How can we embrace AI while demonstrating respect for the employees we lead and keeping their dignity intact? Can AI advances and employee self-respect and confidence co-exist? Can we embrace AI while letting people know that they still matter? Answering these questions in a way that affirms the importance of employees is not a “nice to have,” it’s a must. This is because organizations can’t be run by AI alone and are better with a human in the loop. Leaders are thus challenged with opportunity to reconcile the power of AI and the value of their employees.
What Leaders Can Do
Leaders have numerous ways to guide employees toward understanding their place within the AI-human value chain and to instill pride in their contributions. Here’s how leaders can facilitate this process:
Regardless of context, here’s what leaders can do:
- Promote Awareness of Work and Purpose: Engage in meaningful dialogues with employees to grasp their sentiments about their roles and how they perceive their contributions within the team’s broader objectives. Share your perspective on the value they bring.
- Connect to the Overall Mission: Offer clarity on how individual tasks align with the organization’s overarching purpose or mission. Reinforce these connections regularly to underscore their significance.
- Establish Clear Goals: Define explicit expectations for employees, highlighting their roles in the organizational framework and outline their areas of accountability. Clarity fosters a sense of significance and purpose.
- Invest in Employee Growth: Conduct regular conversations focused on professional development to demonstrate a genuine investment in employees’ advancement. By addressing their learning preferences, skill aspirations, and growth ambitions, leaders convey appreciation and value.
- Recognize and Celebrate Contributions: Publicly and authentically acknowledge employees’ achievements, reinforcing their value and fostering a culture of appreciation.
By implementing these strategies, leaders can empower employees to grasp their role in the AI-human value chain and embrace the significance of their contributions.
With the added dimension of AI, here are additional considerations for leaders who are wading into the waters of a human-plus-AI team.
- Embrace AI but Maintain Autonomy: Guard against surrendering to AI entirely. Remember the importance of human spontaneity and creativity, acknowledging that humans bring unique perspectives, emotions, and judgments to the table.
- Explore Diligently, Adopt Intelligently: Rushing into AI without critical thought can lead to its dominance. Prioritize human qualities like empathy and discernment to retain our significance and identity in the face of technological advancement.
- Engage Employees in AI Discussions: Demonstrating the value of individuals involves including them in AI dialogues. Collaboration ensures that AI integration respects the concerns and perspectives of those it affects.
- Prioritize Empathy: Recognize the challenges AI presents and validate employees’ feelings about them. Cultivate empathy by understanding their experiences and concerns, fostering a supportive environment.
- Effective Communication Is Key: Strike a balance between enthusiasm for AI and addressing valid apprehensions. Keep employees informed without overwhelming them, sharing enough about AI initiatives to empower them without inundating them with details.
- Maintain Balanced Enthusiasm: View AI as a supportive tool, not a replacement for human capability. Don’t set your employees up for a humankind-versus-robot super battle. Avoid framing AI as a threat, emphasizing its role as an enhancement rather than a competitor to human skills.
Leaders play a crucial role in reinforcing their employees’ connection to purpose. By doing so, they communicate that the work is important, and so are the employees. When leading a human + AI team, it is essential to emphasize the unique value that the human element brings.
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