Resistance and Acceptance: How Employees React to New Monitoring Systems

Integrating new software with your business can take time and effort, especially when it's unfamiliar to employees. It may be even more difficult to implement when employees resist it, which may include employee monitoring systems.

It’s no surprise that 43% of people, say employee monitoring software negatively affects company morale. Another one in four people would quit their jobs when introduced to monitoring software, which could slow down their software adoption process.

The good news is that it’s not impossible to introduce new monitoring tools, techniques, and systems to your workforce. Provided you provide a secure foundation, you can encourage your employees to successfully navigate change.

This article explains how (and why) employees react positively or negatively to monitoring systems. It also explores practical tips for gaining authentic buy-in, including strategies you can use to lessen change resistance.

Before we dive into the why behind the what, let’s look closer at the types of employee monitoring systems.

• Digital activity tracking: Designed to track keystrokes, web history, and cursor movement to determine efficiency and promote workplace safety.

• Video surveillance: Video technologies may record employees while on the clock, potentially capturing their screens or video through webcams.

• Communication monitoring: This program supervises emails, texts, and other intracompany messages to minimize spammers, phishers, and/or bad actors.

Employee monitoring systems are increasingly common in modern businesses, from startups and scaleups to enterprise brands. Today, a whopping 96% of remote-only companies use monitoring software for employees, and another 85% of in-person employees report their use.

It’s not hard to see why monitoring systems are increasingly popular — they’re secure, compliant, and useful for productivity assessments. However, they can also create stress and resistance among team members, which points to the importance of introducing software correctly.

There are three major reasons why employees may react negatively to monitoring software:

• Privacy concerns: Some employees may see monitoring systems as an invasion of their personal space. They may feel stressed about the constant surveillance and worry about being properly represented during performance reviews. Research shows that employees who perceive privacy violations at work have higher levels of psychological stress and lower job satisfaction.

• Autonomy and trust issues: Monitoring software could make some employees feel threatened by a perceived lack of professional respect. They may also feel undermined by their supervisors and managers, possibly worrying about losing autonomy at work. A perceived loss of autonomy could lead to employee burnout

• Generational and technological attitudes: The younger an employee is, the more likely they are to be comfortable with technology. Studies show that older workers feel stress and anxiety when asked to use technology — and are much more likely to quit their jobs and pursue alternative employment. Whereas younger workers may view monitoring software as a standard practice, older employees may not be as familiar with the tool. They may also feel it unfairly punishes them compared to their younger peers.

It’s clear that humans have a deep-seated fear of change, especially when it comes to workplace monitoring systems. However, that doesn’t mean it can’t be nipped in the bud.

Here are some ways to help employees bridge the gap:

Studies show that a ‘recriminate-free’ culture can dramatically reduce anxiety and fear among staff members. Clear explanations, demonstrations, and training seminars can go a long way toward alleviating fear.

‘Trusting earns trust,’ as the saying goes — and nowhere is this as evident as with the introduction of new software. Current benchmarks show that 75% of employees distrust their CEO, with another 57% distrusting their direct managers. However, reinstilling trust in employees could generate greater buy-in and trust.

Higher levels of trust are directly associated with trying new things (risk-taking) and going above and beyond. It can also decrease counterproductive behaviors such as quitting, cheating, or sabotage.

Neuroscience points to three ‘Cs’ involved in change: competence, case, and comfort. First, people must believe they have the competence to navigate change successfully. They must also have a clear rationale for this change and believe it benefits themselves and others. Finally, they must embrace the ‘comfort’ factor — which starts after they have tested (and therefore successfully accepted) something new.

With these factors in mind, let’s look at how to encourage acceptance while introducing new monitoring software.

Introducing a new employee monitoring system requires planning, finesse, and a deep level of empathy. However, it’s more possible to gracefully institute new programs alongside updated expectations, documentation, and communication policies.

Here are some tips from industry experts:

1. Develop a comprehensive monitoring policy. This should include clear boundaries for employees, as well as ethical guidelines for both parties. It may also be helpful to write down consent and opt-out mechanisms (if this is something your business supports).

2. Build trust through transparency. You’ll want to keep employees well-informed, hopefully several months before implementation. Regular communication about next steps will be key, as employees won’t feel lost in the smoke. You should also consider releasing weekly newsletters with updates or recording a video explaining your exact policies and procedures. That way, employees can stress less about upcoming changes and feel like valued members of your team.

3. Balance monitoring with employee well-being. Anyone would be afraid of changes to their workflow, and the initial stages of new software implementation could be challenging for less tech-savvy employees. For this reason, it may be wise to focus on collective improvement rather than punitive action using employee monitoring software.

4. Train managers in ethical monitoring practices. Considering believe showing empathy improves employee retention, you should prioritize training for supervisory crew. You can do this by presenting internal resources or partnering with a third-party provider for support. Of course, it may be easier to do this with a professional onboarding session (depending on the employee monitoring system you choose). 96% of employees believe showing empathy improves employee retention, you should prioritize training for supervisory crew. You can do this by presenting internal resources or partnering with a third-party provider for support. Of course, it may be easier to do this with a professional onboarding session (depending on the employee monitoring system you choose).

5. Focus on the benefits, not the drawbacks. Employee buy-in begins with their perceived needs — not the company’s. Better organizational security may certainly be a benefit of employee monitoring software, but it’s unlikely to resonate with day-to-day employees. For this reason, it may be wise to focus on employee-centric benefits and remind your team how it will improve their workflow. This could include a focus on fair performance evaluations, personal productivity insights, and even monetary rewards.