Building trust in new technology

In today’s volatile and uncertain digital economy, technology is a powerful enabler of quality, productivity and innovation. Yet, despite its potential, many organisations find that some of their employees resist adopting new technology, even when it might help them complete tasks more quickly, more easily and more accurately.

 

This reluctance to use technology often stems from a lack of trust. Workers may be cynical about leadership’s motives for implementing, sceptical about the effectiveness of the technology or pessimistic about their own ability to use it efficiently. Other causes of mistrust can include worries about privacy, past negative experiences with technology implementation and – all too often in some rigid and hierarchical cultures – a general resistance to change.

 

To unlock the full benefits of digital transformation, business leaders must build trust in new technology and ensure employees feel confident and positive about embracing it.

 

Understanding the lack of trust

 

Implementing new technology is generally a challenge. But the difficulties don’t stop with wrangling the technology into place so that it operates as it should. There are also many human challenges.

 

Some employees may distrust leadership’s intentions, fearing that new digital technology such as automation and artificial intelligence is only designed to cut costs and will eventually replace their jobs. Others may worry that the new tools will add complexity or reduce quality rather than simplifying their work processes. Yet others with simply doubt their own ability to learn and use the technology effectively.

 

There are many reasons that employees may be suspicious of technology. And suspicions may be aggravated further if organisations fail to communicate clearly or involve employees in decision-making. If staff feel that technology is being imposed upon them without their input, or that they will be left unsupported when the new tools and systems are launched, resistance is inevitable.

 

Bridging the trust gap

 

Overcoming these concerns requires a proactive and strategic approach. This is likely to include clear communication, appropriate training and support, the genuine in involvement of employees in decision making and honesty about any effects on jobs.

 

Trust through transparency. Leaders should explain the benefits of the new technology, address any potential concerns openly, and provide detailed information about how and when it will be implemented. Employees need to understand not just what the technology does, but why the business is implementing it and how it will impact them. Tangible benefits should be highlighted, such as reducing repetitive tasks, improved collaboration or an enhanced ability to service customer complaints and queries. And if a new system will result in process changes, leaders must be upfront about what those changes involve and how they will be managed.

 

Honesty about job security. In some cases technology is designed to replace people. This is a process that has been happening for at least two centuries: we no longer employ lamplighters at dusk for example. Where this is the case organisations must be open, fair and supportive – apart from ethical and legal requirements, those people about to be made redundant will have friends that the organisation wants to retain.

 

Trust through training. Fear of the unknown is always powerful. Organisations can reduce fear of new technology by providing training for people, as well as support for people when they first start to use the technology.

 

Engaging employees in change. Organisations should allow their workers to be involved in the decision-making process, to express concerns and to make suggestions for improvements. Where employees are involved in this way, they will feel that they “own” the technology and be far more likely to embrace it. Employees in different roles and at all levels should be involved through consultations, pilot programs and feedback sessions so that they feel that their insights and concerns are valued.

 

Positive reinforcement. In some cases, new technology may have a benefit to the wider business but little benefit to the employees using it. In such cases, managers should recognise and reward employees who actively and willingly adapt to the new technology.

 

Champions and sceptics

 

People will have different experiences of technology and many different opinions about it. Many people, perhaps the majority, will be indifferent. The task for leaders here is, as far as possible, to identify the minority who are enthusiasts or cynics.

 

Organisations should identify technology champions within different functions. These employees, who are enthusiastic about digital transformation, can act as peer advocates, helping colleagues understand and navigate the new systems.

 

Some companies achieve this by establishing “digital ambassador” programs, where tech-savvy employees are given leadership roles in driving adoption. Recognising and rewarding their contributions – whether through incentives, career development opportunities or public acknowledgment – further reinforces a positive culture around technology.

 

This approach not only aids adoption but also creates a culture of collaboration and shared learning. One warning though. Assuming than Gen Z employees are all natural technology champions, while older employees are not, is a road to likely failure: recent studies have found a poor or non-existent correlation between age and acceptance of technology, with many younger workers being digitally illiterate.

 

At the other end of the technology acceptance spectrum are the digital sceptics. Rather than ignoring these people, who can have a very damaging effect on trust, organisations should take proactive steps to win them over.

 

These individuals may be resistant for a variety of reasons – previous bad experiences, fear of change, concerns over job security. To win them over, organisations must take a personalised approach. Leaders should listen to their concerns and counter them where possible. Offering additional training, and clear examples of how the technology will make their job easier, will help to change their perception. Sharing success stories from colleagues who have embraced the new tools will reassure them further.

 

People at the heart of technology

 

The success of any technological transformation depends not on the technology itself, but on the people using it. By building trust through transparency, engagement and training, organisations can ensure that employees, even those sceptical about technology, feel empowered rather than threatened by change. In doing so, businesses will not only drive successful adoption but also create a more resilient, innovative and future-ready workforce.