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Janice@JaniceLitvin.com

โ€œI never spoke to anyone until the day of the interview, two zoom interviews by two teams. Then, no more human interaction. Only a curt rejection email, โ€˜Thank you for taking the time to interview with us. We have decided to pass.โ€™ That was all. No one to talk to or ask questions of, or build a relationship with.โ€

That was the cry of a brilliant young recent Carnegie Mellon grad / AI engineer about her interview with a major tech company, who shall remain nameless.

No one to talk to. No feedback. No relationship built.

Every step of her process was automated: the screening, the scheduling, the assessments, the reminders, and even the rejection. She walked away unsure whether any human besides her interviewers ever saw her name.

And sheโ€™s not alone.

๐—œ๐—ป๐˜€๐—ถ๐—ฑ๐—ฒ ๐—ผ๐—ฟ๐—ด๐—ฎ๐—ป๐—ถ๐˜‡๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€, ๐—ฒ๐—บ๐—ฝ๐—น๐—ผ๐˜†๐—ฒ๐—ฒ๐˜€ ๐—ฎ๐—ฟ๐—ฒ ๐—พ๐˜‚๐—ถ๐—ฒ๐˜๐—น๐˜† ๐—ณ๐—ฒ๐—ฒ๐—น๐—ถ๐—ป๐—ด ๐˜๐—ต๐—ฒ ๐˜€๐—ฎ๐—บ๐—ฒ ๐—ฝ๐—ฟ๐—ฒ๐˜€๐˜€๐˜‚๐—ฟ๐—ฒ, ๐—ฏ๐˜‚๐˜ ๐—ณ๐—ผ๐—ฟ ๐—ฎ ๐—ฑ๐—ถ๐—ณ๐—ณ๐—ฒ๐—ฟ๐—ฒ๐—ป๐˜ ๐—ฟ๐—ฒ๐—ฎ๐˜€๐—ผ๐—ป:

โ€œWeโ€™re overwhelmed.โ€
โ€œWe canโ€™t keep up.โ€
โ€œAnd now weโ€™re supposed to integrate AI into our workflows, somehow.โ€

Different context. Same emotional outcome:

๐—•๐˜‚๐—ฟ๐—ป๐—ผ๐˜‚๐˜ ๐—ณ๐˜‚๐—ฒ๐—น๐—ฒ๐—ฑ ๐—ฏ๐˜† ๐—ฝ๐—ฟ๐—ฒ๐˜€๐˜€๐˜‚๐—ฟ๐—ฒ, ๐˜‚๐—ป๐—ฐ๐—ฒ๐—ฟ๐˜๐—ฎ๐—ถ๐—ป๐˜๐˜†, ๐—ฎ๐—ป๐—ฑ ๐—ฎ ๐—ด๐—ฟ๐—ผ๐˜„๐—ถ๐—ป๐—ด ๐—ณ๐—ฒ๐—ฎ๐—ฟ ๐—ผ๐—ณ ๐—ป๐—ผ๐˜ ๐—ฏ๐—ฒ๐—ถ๐—ป๐—ด ๐—ฎ๐—ฏ๐—น๐—ฒ ๐˜๐—ผ ๐—ธ๐—ฒ๐—ฒ๐—ฝ ๐˜‚๐—ฝ.

People worry:
โ€ข โ€œIf I donโ€™t master AI fast enough, will I fall behind?โ€
โ€ข โ€œAm I replaceable?โ€
โ€ข โ€œIs everyone else adapting faster than I am?โ€

This isnโ€™t resistance to technology. This is ๐˜ฉ๐˜ถ๐˜ฎ๐˜ข๐˜ฏ ๐˜ฏ๐˜ข๐˜ต๐˜ถ๐˜ณ๐˜ฆ responding to rapid change without support, with a little fear throw in.

Hereโ€™s the good news:
AI doesnโ€™t have to accelerate burnout. Used thoughtfully and carefully, it can actually reduce it.

But only if leaders do the following:

โœ” Protect time for employees to learn
โœ” Involve teams in how AI is used
โœ” Let AI replace tasks, not add more
โœ” Keep human connection at the center of the work
โœ” And in recruiting, ensure a real person reaches out early

๐—”๐—œ ๐—ฐ๐—ฎ๐—ป ๐—ต๐—ฒ๐—น๐—ฝ ๐˜†๐—ผ๐˜‚ ๐—ณ๐—ถ๐—ป๐—ฑ ๐˜๐—ฎ๐—น๐—ฒ๐—ป๐˜, ๐—ฏ๐˜‚๐˜ ๐—ผ๐—ป๐—น๐˜† ๐—ต๐˜‚๐—บ๐—ฎ๐—ป ๐—ฐ๐—ผ๐—ป๐—ป๐—ฒ๐—ฐ๐˜๐—ถ๐—ผ๐—ป ๐—ฐ๐—ฎ๐—ป ๐—ฟ๐—ฒ๐˜๐—ฎ๐—ถ๐—ป ๐˜๐—ต๐—ฎ๐˜ ๐˜๐—ฎ๐—น๐—ฒ๐—ป๐˜.

That is what I talked about on the Human Protocol Podcast with Mykel Salomon, which can be found here:

What are you seeing in your organization or industry?

Are people feeling the pressure to โ€œkeep upโ€ with AI?