Wearable surveillance – a step too far?
| Date | 09 November 2015 |
| Published date | 09 November 2015 |
| Pages | 214-219 |
| DOI | https://doi.org/10.1108/SHR-09-2015-0072 |
| Author | Mike Weston |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Wearable surveillance – a step too far?
Mike Weston
Mike Weston is CEO at
Profusion, London, UK.
Abstract
Purpose –This paper aims to look at the benefits, risks and ethics behind introducing wearable
sensors into the workplace. There are expected to be more than three billion wearable sensors
worldwide by 2025 (Hayward and Chansin, 2015). The emergence of technology that has the capability
to closely monitor employees has provoked widespread ethical debate (Joseph et al., 2015, p. 244).
Design/methodology/approach –The author undertook a review of the current wearable devices on
the market, the impact of previous technological innovations on workplaces and the possible impact of
wearable devices on organisations.
Findings –Wearable technology has the potential to increase productivity. Businesses that embrace
these devices are likely to become leaders in their industries (Li, 2015, p. 4). However, any move to use
wearable devices in the workplace must be undertaken with sensitivity, and it is recommended that
employee participation in wearables programmes is initially voluntary. Businesses must also ensure
employees understand how the data collected will be used, who has access to the data and how it is
stored. Use of a third party to collect and analyse the information is recommended as an extra security
and privacy measure.
Originality/value –The work contained in this paper has not been replicated elsewhere.
Keywords Performance, Employee engagement, Culture, Ethics, Analytics, Wellness
Paper type Viewpoint
Introduction
The rise of wearable technology in an enterprise setting signals a seismic shift in the
workplace, just as the internet has already led to widespread changes in our working
practices.
Wearable technology consists of devices which contain sensors that a person wears on
their body. They come in many forms from smartwatches to jewellery, glasses and clothing,
and they can monitor biometric information, be used for social interaction or provide
medical assistance (Sung, 2015). One well-known device is Google Glass, the second
version of which will be released as a device for workplaces (Kokalitcheva, 2015). The
launch of this second generation smart device as well as the innovation surrounding
workplace-targeted wearables has given rise to growing concerns over the use of these
devices to monitor staff productivity and health by employers (Solon, 2015).
Apart from Google Glass, there is an abundance of wearable devices marketed towards
employers which are currently on the market or under development. These include the
SmartCap which measures alertness, XOEye smartglasses used for training and GPS tags
used in warehouses (Solon, 2015). By 2025, there are expected to be more than three
billion wearable sensors (Hayward and Chansin, 2015).
The benefits of using wearable technology in businesses include the ability to track staff
members’ health and well-being, thereby increasing productivity and reducing sickness.
Companies will be able to inform staff of developments like security, danger warnings or
PAGE 214 STRATEGIC HR REVIEW VOL. 14 NO. 6 2015, pp. 214-219, © Emerald Group Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-09-2015-0072
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