Workplace technology: the employee experience

Employee perceptions of automation and its impact

• A vast majority of employees think it unlikely that part (72%) or all (91%) of their job will be automated in the next year.
• Only 28% employees have received training to prepare for role changes due to automation.
• 32% of employees who anticipate some degree of automation also expect improvements in their job quality

Impact of change in technology use on performance and employee experience

• 32% of employees report a change in their use of one or more technologies in the past year.
• Of those experiencing a technology use change, 50% feel that they now need more skills and knowledge to carry out their role, and 40% feel that their tasks at work have become more complex.
• 80–93% of employees don’t think that increased technology has improved business performance.

Wellbeing and work–life balance

• 29% employees say that use of portable devices blurs boundaries between work and home life.
• 30% say that their use of portable devices makes it difficult to switch off from work.
• Around a quarter of employees say their work has had a negative impact on either their physical (24%) or mental health (26%).
• Social media use for work has risen since 2013, increasing from 27% to 37%.

Monitoring and surveillance

• 45% of employees believe that monitoring is currently taking place in their workplace.
• 86% believe that workplace monitoring and surveillance will increase in the future.
• 73% of employees feel that introducing workplace monitoring would damage trust between workers and their employers.

Employee voice

• Only 35% of employees and/or their representatives have been consulted on the introduction and/or implementation of new technology.
• Where employees have not been consulted about technology change, only 20% are positive about the likely impact on their job quality, compared with 70% for those who have been consulted.

• Play a strategic role in designing and delivering workplace change involving technology.
• Prioritise employee voice and act as internal advocates for the workforce in decisions about investment in new technology.
• Foster trust by designing change management and communications strategies that help people transition and understand the impact of technology on their working lives. Ensure that the intended purpose, outcomes and boundaries of any monitoring are clearly explained and supported by policies.
• Boost training and development through future-focused learning solutions which support workforce transition to technology use.
• Develop a holistic approach to health and wellbeing that makes good use of technology. Consider how digital wellbeing can be enhanced through managing expectations around being ‘visible’ online or providing informal spaces for team members to check in with one another.