Artificial intelligence – Professional careers have always caused quite a bit of instability. In any case, the digital age has greatly increased instability, especially as efficiency is no longer the mainstay of human excellence;
Advanced automation and independent performance reduce errors; As a result, business excellence has become a job-performance commodity, and the connection to the digital world has become increasingly attractive.
Work is currently underway to convert many diverse jobs and tasks such as monotonous jobs (that do not require high skills) and jobs that require physical effort into smart machines.
while jobs that require great mental effort (such as creative thinking, smart strategy development, and implementation are being advertised) creative, cohesive engagement between peers, etc.) as the latest features required in the business.
This makes workers in the middle of their careers anxious about automated technology; The idea of this technology taking over their workplace and reducing the need for a large workforce has become daunting for them.
In addition, today the list of demanding occupations is dwindling, and human fantasies of working with AI entities as team members will soon become a reality.
This requires rethinking HR policies and processes to accommodate the new normal before it spreads to companies and before innovative organizational leadership begins to find solutions to manage these new situations.
The need to redefine career paths:
Moreover, with artificial intelligence dominating the workplace, the nature of corporate life is increasingly evolving from inherited businesses to transhuman businesses;
So progressive organizations must muster the courage and honesty to redefine courses of action and inform the workforce of actual progression prospects, particularly with regard to workers who are at risk of layoffs due to the irrelevance or potential marginalization of the skills they possess in the future.
In the following, we will provide an overview of how motivational levels play an important role during the period of employees’ performance of professional work in a particular position of job importance;
It is divided into two main areas: the area of self-confidence, and the area of self-doubt.
The self-confidence zone reflects the tendency of the self-motivated and motivated professional to excel in his or her job to enthusiastically overcome the challenges associated with it.
It is this type of worker that organizations want to hire as their brand ambassador, especially to attract the new generation of needed talent.
The area of self-doubt reflects the pessimistic tendency of the professional to feel betrayed by psychological disengagement (marginalized and neglected in terms of career development opportunities,
The victim of organizational policy, not taken into account when performing high-level tasks, etc.); He is haunted by the desire to seek better career prospects with another organization for fear of the increased possibility that he will become neglected and be dismissed as unsuitable for the job.
The two main regions are divided into 4 areas:
Adjustment area:
This refers to the area in which the professional is in the process of being directed towards a new role, position or function; The worker generally feels motivated to take on the relevant responsibilities and develop productive relationships with peers and supervisors.
At the same time, this worker suffers from excessive sensitivity caused by his colleagues and supervisors’ criticism of his performance, and their humiliating behavior towards him;
This may lead to questioning his decision to accept an offer of a new job, and thus his early withdrawal from work; Therefore, it is important for the team, and especially the supervisor, to ensure that the individual participates in the work effectively, and gives him the confidence to become an important member of the team.
Zone of stability:
This refers to the area in which the worker begins to own the job after he develops his experience by working in this field; A person takes steps to improve his reputation and increase his value by raising his level of competence.
It also reflects the level of comfort that a person feels when taking steps to avoid failure and gaining a large amount of intrinsic motivation to create a solid foundation for excellence.
This also creates a buffer against any negative thoughts or experiences arising from things such as organizational policy, peer jealousy, or long working hours that may lead a person to leave work.
Interaction area:
This refers to an area in which a worker has achieved a remarkable level of competence in their job, and is motivated by a culture of corporate empowerment to answer the call of duty to help clients, peers, supervisors, trainees, and more.
These employees are considered of great importance to employers, and are praised as ambassadors worthy of the core values of the organization.
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They are difficult to win over, and the high regard and associated financial rewards are often considered secondary to the self-satisfaction they derive from the work they do and the sincere gratitude of recipients for their help.
Indifference Zone:
This term describes an area in which a worker realizes that his outstanding performance does not provide opportunities for career development and growth, while his peers of much lower potential are able to advance on promising and prominent tasks due to nepotism, nepotism, or other non-performance factors.
Such a perception of obvious irregularities puts the worker in a position of self-assessment, assessing the futility of the value of his contribution and achievements,
which leads to an indifferent attitude that is manifested in low morale, loss of motivation to comply with instructions, etc. Hence, the drive to do a great job turns into a great drive to find a new job before the worker feels he has lost his interest or usefulness in the chosen field.
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