- Fobo was the new fashionable word floating around Davos this year.
- The term represents the fears of employees to be obsolete by the progress of AI.
- Reverse mentoring and targeted update can help employees remain relevant, business leaders told BI.
Rapid AI advances have a attractive So that companies stimulate productivity and efficiency.
But while CEOs fight their FOMO and their race to adopt the new technology, their employees live a different side of the AI - FOBO revolution, the fear of becoming obsolete.
This refers to the fears of workers that the speed of the development of artificial intelligence exceeds the reskulling of employees, which leaves them redundant in the workplace.
Recent Gallup ballot Indicates that Fobo is increasing. In a survey of American workers, 22% of respondents said that they feared that their job would become obsolete due to technology, against 15% in 2021.
Fobo is a fashionable word that continued to appear last week around the World Economic Forum this year in Davos, Switzerland.
In a panel entitled “controlling the gap of jobs”, President of SingaporeTharman Shanmugaratnam, said that a global job crisis is looming and has called on governments and employers to invest in working on workers to increase the chances that AI completes their skills instead of making them obsolete.
Business leaders should be just as interested in overtaking update initiatives as to buy the latest IA tools, Ravin Jesuthasan, a renowned expert and author of “the organization fueled by skills” declared to Business Insider.
There is a return Incentive to ensure that their workers are not allowed, he said.
“The simple fact of giving people access to Chatgpt will not give you a return,” said Jesuthasan. Adoption rates tend to be low when workers have just put back a tool, he said.
First, companies should make all training compulsory and book time to learn during the working day to encourage commitment, said Jesuthasan. But they should also be strategic in the way they form the labor market, he added.
Where you really get the king, said Jesuthasan, it is by identifying exactly what work will be replaced by AI. Employers can then take workers who have been released, assess the new skills they need, and recycle them and deploy them with these skills to stimulate growth, he said.
Rafee Tarafdar, the Director of Info Technology, a giant of Indian technology, also said that his business contained great success with his internal learning platform.
Infosys updated the system with Generative-Ai And created an incitement program that rewards employees when they finish modules. Employees spend an average of 30 minutes a day to learn about the platform, said Tarafdar.
Nature on the move of the platform was a big draw, he said: “If an employee wants to learn at any time, anywhere, on any device, he should have access.”
Like Jesuthasan, Tarafdar said that the differentiation of employees based on how they use AI were essential to increase them effectively.
“We recognize that some of them will be AI consumers, which means that they will use AI tools to become more productive and effective, and some of them will be creators of AI”, he said. “And then somewhere between the two, we will have manufacturers, those whose skills will change.”
He added that when companies had developed courses so concentrated, each employee would learn to stimulate the value of their specific work.
Reverse mentoring
Fobo could be a particular problem among more senior workers, said Jesuthasan. They could delegate tasks to a secretary or a team rather than to AI, he said, and may not have received significant technical training for 20 years.
An approach that Jesuthasan said would probably be effective in filling the age gap is “reverse mentoring”, where more mature workers combine with young people who can be more capable of modern technology.
Young workers can help their older colleagues in Upskill, said Ravin Jesuthasan, a renowned expert in the future of work. FG Trade / Getty Images
But it’s not just digital skills, Jesuthasan said. Young generations also have transversal skills and a different vision of the world that will become more useful in the future of AI, he said.
“They are more followers because they have grown up in a much more volatile world,” said Jesuthasan. “They did not have the luxury of saying:” I will be a life engineer. “”
In the end, however, people must motivate themselves to avoid becoming redundant, said the future expert expert.
“Each of us must really force us to be curious,” he said. “The company can provide resources. The company can provide space for reskilling and update, but the individual must really bring the impulse for change.”