Strategies for safeguarding your employment amidst AI-induced job redundancies

In the rapidly evolving world of technology, Artificial Intelligence (AI) is reshaping the global workforce in unprecedented ways. As AI capabilities expand, it is increasingly capable of taking on multi-step tasks in various sectors, including HR, market research, and IT, potentially replacing mid-level managers.

This shift is not without its challenges. Economists and business leaders, such as Bronwyn Williams, undercount the 'invisible' losses - the jobs that failed to materialize and absorb talent. Underemployment, where people accept jobs below their skill sets and experience level to survive or take on multiple jobs to make a living, is a significant issue. The "job apocalypse" is already underway, especially among entry-level jobs.

However, the responsibility to prepare for the AI age starts with education. According to Karuna Agarwal, focusing on building key skills, such as networking, critical thinking, agility, and analytical thinking, is crucial. Updating oneself in digital skills like AI and data literacy is also essential to remain relevant and prepare for the AI Age.

In the face of these challenges, initiatives are being proposed to better address the social impacts of artificial intelligence. Nir Yanovsky-Dagan, head of innovation, data, and artificial intelligence at the Israeli National Digital Agency, is one such advocate. He proposes precariat labs, cross-sector hubs for testing interventions for those at risk of AI-driven job loss, including retraining and mental health support.

Maha Hosain Aziz, a professor at New York University, warns that the world rarely considers the broader social consequences of AI disruption. She suggests a reimagined universal basic income focused on purpose, designed to restore belonging and meaning through civic projects and skill-sharing networks.

The impact of AI is not uniform across regions. Middle-class workers in developed countries are most at risk, while professionals in less wealthy regions could gain new opportunities. In the UAE, for instance, deals are not closed solely by contracts, but by trust built in meetings, majlis, and boardrooms, which AI cannot replace. Nevin Lewis, chief executive at Black & Grey HR, echoes this sentiment, stating that AI cannot replicate interpersonal and cultural skills essential in markets such as the UAE.

In conclusion, the AI age presents both opportunities and challenges. As AI continues to evolve, it is essential for individuals to update their skills and for societies to consider the broader social implications of this technological shift. Building skills such as judgment, empathy, adaptability, and digital literacy will be essential to avoid being left behind in the AI economy.