The digital age has its pros and cons for the workforce. Technology provides employees with faster, easier access to information and data. It also allows for greater personalization and more interaction between employee and employer. Yet the digitalization of the workplace does have its downsides. Consider smartphones, for example: They can be alternately distracting and distressing; they can create barriers to action like information overload and decision fatigue, as well as work-life balance issues stemming from an “always-on” mentality.
Some managers, frustrated with the ubiquity of these devices and their ability to distract employees, are banning phones from meetings or otherwise limiting their use in the workplace, the Wall Street Journal’s John Simons wrote in a feature last week. Simons points to studies indicating that executives and managers consider smartphones “the leading productivity killers in the workplace” and that the presence of a phone can harm people’s cognitive performance, even when they are not using or holding it. He also notes Google’s recent announcement that the next version of its Android operating system will introduce a feature enabling users to see how much time they spend on their phones, which apps they use the most, and how often the phone gets unlocked.
Our recent research at CEB, now Gartner, also underscores these downsides of technology at work. While solutions to help employees minimize time wasted on tech, like Google’s forthcoming Android time tracker, might be helpful, our research suggests that no technological intervention can have a meaningful impact on employee performance or the employee experience by itself. The limitations are striking, given the large investments organizations (and HR functions in particular) are making in technology to support employees. But the challenges employers face are human and organizational, not just technological—and the same must be true of any solution.