STAFF AND CULTURE

Digital technology and integrity risks

Organisations’ HR departments are increasingly using digital systems with AI applications. Digital technologies are used to automate HR processes, including employee monitoring systems for recording working hours and sickness absence, as well as recruitment and selection processes such as CV screening and digital assessments. Digital technologies are also used to detect irregularities and monitor employees’ online behaviour. Although all these applications improve the efficiency and effectiveness of HR processes, they are also associated with integrity risks. Moreover, intensive digital monitoring can make employees feel that they are not trusted and create a negative atmosphere within the organisation.

Example

AI applications can often present outcomes in a convincing way, which can create a false sense of security within the organisation about the outcomes generated by digital systems. In an HR context, this can lead to incorrect assumptions or decisions, for example when assessing a CV or writing a performance report. In the latter case, consider a performance review concerning an employee who currently off work. An AI application may miss the reason for an employee’s absence (e.g. illness, personal problems), and incorrectly classify an employee as ‘underperforming’.

It may also be appealing to use digital technologies to monitor employee productivity, but this may signal a lack of trust in employees and have undesirable consequences. An example of this is the ‘Time Off Task’ system used by a US company to monitor employee productivity. The company used the results of this system to impose disciplinary measures on employees whose productivity was considered insufficient according to the system, or as grounds for dismissal. However, the system was configured so strictly that even toilet visits, talking to colleagues and getting lost in the warehouse were classified as a lack of productivity.

It is important to involve employees in developing a vision for an integrity-based digital workplace, in the choice of specific digital technologies and in discussions about how digital technologies are used within the organisation. This helps employees understand the potential effects and side effects of the new digital technologies that an organisation starts using. Finally, it enhances commitment to and support for the responsible use of digital technologies and potential digital innovation within the organisation.

Tips

Be aware that excessive digital monitoring of employees may convey mistrust, even if the organisation complies with privacy legislation. This can have a negative impact on organisational culture.
Be aware of the importance of human interaction in HR processes. When using digital technologies, there must always be room for interaction and personal assessment. For decisions affecting people, HR professionals must make the final assessment, taking the context into account.
Remain vigilant for bias when using AI in recruitment and selection. Always ensure that AI does not make the final decision on inviting applicants and hiring new employees. During the selection process, also consider semi-anonymous job applications to prevent discrimination, where applicants do not need to include their age or photo on their CV.
Ensure AI literacy among staff. According to European legislation, employees using AI-based digital systems must be able to understand, use and evaluate them responsibly. It is also important that HR staff receive training in critically assessing output from digital technologies, as decisions about personnel cannot simply be left to digital systems.