Are you struggling with FOBO?

First there was FOMO, then JOMO, and now FOBO. All three conditions are real and can impact behaviors and mental health in both the workplace and at home.

FOMO (fear of missing out) was coined more than 20 years ago by a Harvard Business School student and was linked to the rise of social media.

JOMO (joy of missing out) was first used by a tech blogger in 2012 to describe the feeling of relief experienced when unplugging from social media or opting out of social activities. More recently, FOBO — the fear of becoming obsolete — is gaining prevalence as people worry that their jobs will be replaced by AI (artificial intelligence).

Who’s struggling with FOBO? According to a study by Gallup, nearly 22% of U.S. workers believe they could become professionally obsolete. And although it sounds counterintuitive, younger workers are twice as likely to feel this way. Interestingly, while older workers tend to believe that layoffs and restructurings are likely AI-driven, younger workers worry that their jobs will be directly replaced by AI.

Even when someone’s current employer hasn’t made any visible AI-inspired moves in the workforce arena, Americans are savvy. They watch, read, and listen to the news, and are undoubtedly aware of family or community members who have lost their jobs or are having difficulty finding employment. Employees are on the lookout for signs and clues — whether their employer has been open and explicit how AI might impact them, or not.

Clues, like AI-training initiatives or innovation goals, might come directly from the employer. Other hints might be gleaned from competitors or adjacent industries. Although large companies get lots of press, their suppliers and customers feel the impact and often follow suit when layoffs and restructurings ensue.

What can employers do to combat FOBO? There are several ways to help calm employee fears.

First, communicate openly and frequently about the impact AI is having on your organization and industry. In town hall, department, and one-on-one meetings, make AI a common topic of discussion and encourage team members to share use cases.

Second, provide training and development opportunities. While classroom training is one option, it’s often not the best when it comes to learning to apply AI. Perhaps a combo approach is called for where all employees receive training on the organization’s AI policies and use guidelines, but then managers determine specific ways each department or position can harness AI.

Some larger companies have hired or promoted technology leaders into Chief AI roles. Many smaller organizations have placed AI as subset of responsibilities within existing positions. Another tactic is to create a crossfunctional AI exploration task force to investigate efficiencies and innovative ideas for developing new products, improving customer satisfaction, and boosting revenues.

Already this year I have talked with several leaders who require an AI-related goal to be part of every team member’s annual performance review. Others have made the sharing of AI successes and failures a regular part of all team meetings. These employers already are reaping the benefits of highlighting the AI issue and thereby decreasing the stress and apprehension of rapidly advancing technology applications.

While there’s currently no proven cure for FOBO, there are ways to reduce the negative implications for employees. Living in fear of job elimination lowers both morale and engagement. Leaders should be as transparent as possible about the journey their organization is on and always emphasize the upside potential of embracing technology and AI.

By encouraging people to expand their knowledge and upskill to meet the demands of tomorrow, benefits will accrue to employees and employers alike.

• Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.