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. 2025 Mar 24;4(2):154–157. doi: 10.1002/hcs2.70011

Challenges Faced by Older Employees in the Era of Open Artificial Intelligence and Strategies to Empower Them

Md Moyazzem Hossain 1,✉, Faruq Abdulla 2, Mohammed Nazmul Huq 1
PMCID: PMC11997459  PMID: 40241985

ABSTRACT

The integration of artificial intelligence (AI) into various sectors has undoubtedly brought about numerous benefits, from increased efficiency to innovative problem‐solving. The growing influence of AI across several industries may help to achieve the sustainable development goals (SDGs). However, due to the AI revolution happening in industries across the globe, older employees are often confronted with significant hurdles in keeping pace with these changes. The threat of job displacement looms large as automation driven by AI encroaches upon routine tasks previously performed by human workers. Job insecurity, that is, worry of losing one's job encompasses anxiety, and uneasiness, and affects the mental health of employees. To address these challenges and empower older employees in the era of open AI, it is imperative that organizations implement targeted strategies tailored to their unique needs and circumstances. Employees use the opportunities for continued education provided to them with company support to prevent unwanted effects. organizations can create an inclusive and supportive environment where older employees are empowered to embrace the opportunities presented by AI while leveraging their experience and expertise to drive innovation and success.

Keywords: artificial intelligence, job challenges, older employees

The integration of artificial intelligence (AI) increased efficiency in innovative problem‐solving; however, for older employees, keeping pace with the changes brought by the AI revolution is challenging. As AI‐driven automation threat job security ——that is, the fear of losing one's job—can be a source of anxiety and uneasiness affecting employees’ mental health. To address these challenges and empower older employees in the era of open AI organizations must implement targeted strategies tailored to their unique needs and circumstances.

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1. Introduction

In recent years, the integration of open artificial intelligence (AI) has reshaped industries worldwide, altering the nature of work and redefining skill requirements. This has undoubtedly had numerous benefits, from increased efficiency to innovative problem‐solving. Furthermore, the growing influence of AI across several industries may help achieve the sustainable development goals (SDGs) [1]. However, AI‐based technologies also pose distinctive challenges for the current workforce, with older employees often encountering obstacles in navigating and adapting to the evolving landscape, making them one of the groups most affected by this paradigm shift. One of the primary challenges they face is the widening skill gap resulting from the rapid adoption of AI‐powered tools and platforms. Many older workers who are accustomed to traditional methods of operation find themselves grappling with the complexities of the new software interfaces, programming languages, and data analysis techniques required by AI systems. Furthermore, the threat of job displacement looms large as automation driven by AI encroaches on routine tasks previously performed by human workers. Older employees who have dedicated years to their professions may suddenly find themselves sidelined as companies prioritize efficiency and cost‐effectiveness through AI‐driven solutions. Stakeholders, including businesses and governments, can choose to use AI in various ways, including creating brand‐new goods and services, enhancing human capabilities in already‐existing jobs, and automating work by substituting algorithms and robots for people. These decisions may lead to workers losing their jobs as a result of their comparative advantage being given up to machines or to their becoming more productive by using AI to complement their talents [2].

2. Impact of AI on Jobs

The impact of artificial intelligence on middle‐skill jobs is gradually decreasing as a result of advances in technology, industrial upgrading, and innovation environments [3]. According to one study, 47% of American employment could be automated in the near future [4]. However, another study predicts that by 2025, technological systems will replace 16% of jobs while creating 9% of new jobs, meaning that 7% of jobs will be lost [5]. Because more than 70% of jobs can be automated, the Organisation for Economic Co‐operation and Development (OECD) estimates that 9% of all positions are currently at high risk of automation. In the Republic of Korea, Austria, and the United States, the rates are 6%, 12%, and 9%, respectively [6, 7]. The prospective automation rate for an industrial welder is 90%, but it decreases to 30% for customer service representatives and 25% for chief executive officers [8].

3. AI In Health Care

As is the case in other sectors, AI has numerous applications in the health care sector, including clinical laboratory testing, treatment selection, and disease detection. AI is also used in health care management automation for applications such as scheduling doctors' appointments and for administrative applications in health care. AI algorithms can accurately diagnose diseases from medical imaging and allow customized treatment regimens based on patient data analysis to be developed. AI‐powered robotics can also improve care delivery and help automate jobs, especially in surgery and rehabilitation. However, for AI to be implemented responsibly, issues regarding areas such as bias, interpretability, data quality, and legal frameworks must be resolved [9] resolved. In addition to highlighting AI's benefits for strategic decision‐making and operational efficiency, a prior study also pointed out issues with data privacy, ethical issues, and the requirement for continuous technological integration [10]. Concerns have been raised regarding the loss of the “human touch” and empathy in medical diagnosis and treatment, the possibility that students will become overly dependent on AI and fail to develop critical thinking and problem‐solving skills, and the difficulty of guaranteeing the accuracy and impartiality of AI algorithms, which could result in inaccurate diagnoses or incorrect treatment recommendations [11]. Furthermore, the use of AI may jeopardize patient safety, damage patient data, and interfere with vital health care processes. Cyberattacks have also escalated as a result of the health care system's use of AI [12, 13, 14]. Along with the benefits of AI in health care, it has consequences for the number of human jobs. In a previous study, the findings from two AI breast screening trials suggested that radiologist workloads could be reduced without sacrificing quality of care [15]. Health care administrators and clinicians may face job security threats—AI's dominance in the industry is expected to replace some of their current responsibilities [16, 17]. Health care workers must be educated about AI to understand its advantages and limitations because it is possible that new AI technologies will also make their jobs more challenging [17, 18, 19]. These challenges may create anxiety and that will impact the mental health of the older employees.

4. Mental Health Challenges

Job insecurity is the perception that one's job is in danger or the fear of losing one's job. It encompasses anxiety and uneasiness and affects employees' mental health of employees [20, 21, 22]. Because of economic globalization, technological developments, and other factors, job insecurity has gained more attention in recent years [23]. Only a limited number of studies have examined the relationship between work insecurity and employee depression, and past research on job insecurity has not placed much emphasis on the significance of employee depression [24, 25]. When workers do not feel psychologically safe at work, they may be more stressed out, anxious, or afraid, which can result in various unfavorable mental states, like depression [26, 27, 28]. Because of AI's ability to automate a variety of functions that were previously completed by humans, job insecurity can have a negative impact. However, by allowing workers to complete jobs more quickly and skillfully, AI is likely to lessen the negative effects of job instability [29]. Employees who have a high level of self‐efficacy in using AI may find it easier to accept new technologies and use them effectively [30].

5. Possible Solutions and Recommendations

To address these challenges and empower older employees in the era of open AI, it is imperative that organizations implement targeted strategies tailored to their unique needs and circumstances. To avoid unwanted outcomes, employees should avail themselves of company‐supported opportunities for continuing education provided to them with company support to prevent unwanted effects [31]. Therefore, it is necessary to implement key initiatives to facilitate employees' transition and enable them to thrive in the digital age. For example, comprehensive training programs specifically designed to equip older employees with the skills necessary to navigate AI technologies effectively should be developed. These programs should be accessible, engaging, and tailored to accommodate diverse learning styles and preferences. Additionally, it is important to foster a culture of mentorship whereby older employees can impart their wealth of experience and knowledge to younger colleagues while also receiving guidance and support in mastering AI‐related skills. Peer learning initiatives can facilitate knowledge exchange and collaboration across generations. Moreover, flexible learning opportunities such as online courses, workshops, and self‐paced modules that allow older employees to upskill at their own pace and convenience should be offered. Resources and support for continuous learning and professional development should be provided. To increase worker adaptability to new industries and technologies, the training of creative, technical, and professional individuals must be improved, with a focus on developing interdisciplinary talent and AI‐related experts [32]. Incentivizing participation in training programs and certifications by offering promotions, bonuses, or other forms of recognition for successful completion may help older employees learn about and adapt to new technologies. Furthermore, it is necessary to highlight the importance of soft skills such as critical thinking, problem‐solving, communication, and emotional intelligence, which are invaluable assets that older employees bring to the table. The development and cultivation of these skills should be encouraged alongside technical proficiency in AI.

6. Conclusion

In a nutshell, the integration of open artificial intelligence presents both opportunities and challenges for the workforce, particularly older employees. By adopting the above strategies, organizations can create an inclusive and supportive environment where older employees are empowered to embrace the opportunities presented by AI while leveraging their experience and expertise to drive innovation and success.

Author Contributions

Md. Moyazzem Hossain: conceptualization (equal), data curation (equal), writing – original draft (equal), writing – review and editing (equal). Faruq Abdulla: conceptualization (equal), data curation (equal), writing – original draft (equal). Mohammed Nazmul Huq: conceptualization (equal), supervision (equal), writing – review and editing (equal).

Ethics Statement

The authors have nothing to report.

Consent

The authors have nothing to report.

Conflicts of Interest

The authors declare no conflicts of interest.

Acknowledgments

The authors are thankful to the academic editor and reviewers for their valuable comments and feedback that helped to enhance the quality of the manuscript. The authors are also thankful to “Vecteezy.com” for allowing the download of some free images used in this manuscript's graphical abstract.

Data Availability Statement

The authors have nothing to report.

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Associated Data

This section collects any data citations, data availability statements, or supplementary materials included in this article.

Data Availability Statement

The authors have nothing to report.

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