Digitisation has opened up a world of opportunity for employers. But what could we put at risk if we become too dependent on technology in the workplace?

As a researcher in the intersection of technology and workforce dynamics, I have observed firsthand the transformative impact of technology and digitisation on our work environments. 

However, alongside these benefits, I’ve also witnessed some of the potential pitfalls that come with an overreliance on digital tools. 

As we move into the next iteration of work, there is a critical need for balance as we navigate the integration of technology in our workplaces. HR professionals play a unique and crucial role in maintaining this balance, due to their expertise in human-centric ways of working.

The social impact of new technology and digitisation

One of the most concerning aspects of technological overreliance is its potential impact on human interaction, social skills and emotional wellbeing.

Emerging research suggests a gradual deterioration in interpersonal skills, particularly among younger workers who prefer digital communication over face-to-face interactions. This shift has the potential to undermine team cohesion, making interactions less relational and more transactional, which could impact workplace morale.

What’s more, constant connectivity can take a significant toll on employees’ mental health. Feeling perpetually tethered to digital tools can lead to employee burnout and decreased job satisfaction.

We have observed this in gig economy workers who, to earn an income, must immediately respond to app-driven directives. Stress rises, their sense of autonomy is reduced, and they undertake riskier behaviours to meet algorithm-set goals.

“Digitisation without human-led backup systems can endanger organisations, particularly if they’re reliant on digital safeguards that may themselves be compromised.”

When technology fails

Employers too must grapple with the double-edged sword of automation technology. While robots and automated systems can greatly enhance efficiency, they can also create dependencies that can cripple a business when technology fails (as it sometimes does).

In my research with Australian manufacturers, this vulnerability was starkly highlighted during the pandemic, when a lot of overseas tech support became inaccessible, revealing a significant gap in local expertise. 

Moreover, the increasing risk of cyber threats demonstrates that digitisation without human-led backup systems can endanger organisations, particularly if they’re reliant on digital safeguards that may themselves be compromised.

Keeping humans in the loop

As technology increasingly dictates workflows and decision-making processes, and employees interact with systems rather than humans, there’s potential for innovation and problem-solving capability in the workplace to be hampered. 

New ideas and improvements may become confined to what the system can accommodate. To avoid this, it’s crucial to ensure that technology supports rather than supplants human decision-making. 

Keeping a human in the loop is essential to maximise the benefits of technology, maintain accountability and prevent the dehumanisation of the workplace.

Finding balance in the role of technology

To avoid overreliance on tech, we need to assess its role in our workforce strategically. 

As HR professionals, we play a vital role here. We must understand the strategic benefits of new technology and manage its integration thoughtfully. 

This involves planning for the impact on the workforce, including potential job displacement, new skill requirements or wellbeing hazards, and crafting strategies to mitigate negative effects.

While technology offers tremendous benefits, its integration into our workplaces must be ethically managed to avoid undermining our human workforce, who provide a unique competitive advantage. 

HR professionals can be ethical leaders of technology adoption, fostering an environment where technology enhances rather than replaces human innovation and decision-making, and ensuring that our organisations remain adaptive, globally competitive and fundamentally human.

Dr Penny Williams is an Associate Professor at Queensland University of Technology. 

A version of this article was first published in the June/July issue of HRM Magazine.

Dr Penny Williams will be speaking about addressing efficiency gaps in AI at AHRI’s National Convention and Exhibition in August. Book your spot today.