New technology turns HR into Big Brother (Web Sight)

How far can employers go in this brave new world of time and attendance technology?

Time and attendance technology has advanced greatly over the past several years. Many employers use tracking devices that monitor how employees spend their time at work — including websites visited, e-mails sent, keystrokes made and how much attention they’re paying to their computers. There are web cameras that watch employees’ activities and global positioning systems (GPS) to monitor employees who are on the road. Increasingly, it’s becoming a part of the HR function to play Big Brother and keep tabs on employees. But how much of this brave new world will employees tolerate? The following websites explore the technology and its implications for HR.

Beyond the punch clock

www.americanpayroll.org/pdfs/pt6a/a0806.pdf

This PDF article, “Time and attendance technology trends advance over time,” discusses how far this technology has come. Newer time clocks “have intelligent work rules built in,” it says. “If an employee clocks in for an eight-hour shift, the time clock can check his or her total hours for the week and issue a warning if the shift will put the employee into overtime.” It also discusses maturing technologies, such as biometrics and wireless, and how employees have become more comfortable with their use.

Do you know where your employees are?

www.computerworld.com/securitytopics/security/privacy/story/0,10801,90518,00.html

“Can’t hide your prying eyes — New technologies can monitor employee whereabouts 24/7, but CIOs must be prepared for the backlash,” an article from a March 2004 issue of Computerworld, explores the use of technologies such as GPS and employee badges with radio frequency identification (RFID) tags. They “promise to take employee monitoring to an entirely new level. Today’s tracking systems can record, display and archive the exact location of any employee, both inside and outside the office, at any time, offering managers the unprecedented ability to monitor employee behaviour.” The challenge for companies is to use them in a way that maximizes their potential without harming employee morale. “One way to do this is to monitor only those elements of employee behaviour that have a substantial effect on profitability,” the article states. “For example, while it may make sense to check whether field workers are where they’re supposed to be, obsessive management attention on the physical location of every employee is likely to create resentment.” Communication is key. Employers should clearly state what is being tracked — and what’s not — and let it be known that location tracking is inactive during off-hours. “They should also clearly communicate what management is going to do with the data that’s gathered.”

HR thrust into role of corporate spy

http://bostonworks.boston.com/hire_authority/040405.shtml

This article, “Big Brother is you, watching,” tells HR professionals that if their organizations haven’t yet started tracking employees’ use of technology and equipment, they likely soon will. “The prickly nature of this beast puts the bulk of the responsibility squarely on the shoulders of HR. Like it or not (and for most of us, it’s not), HR professionals may be forced to be the new Big Brother.” The article adds that “‘spying’ is becoming an increasingly important part of corporate life — and the HR function.” It discusses the need for HR to develop a comprehensive and understandable policy and then clearly communicate the rules and the reasons. It looks at the fine line between employee morale and the employer’s need for productivity and emphasizes the need for consistency in the message management and HR are sending. “If the rules are plainly written and clearly communicated, it is the employees’ responsibility to follow them. You may be Big Brother, but I mean that in a good way.”

Ann Macaulay is a freelance editor and regular contributor to Canadian HR Reporter. Her Web Sight column appears regularly in the CloseUp section.

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