ISO/FDIS 30440

• Abstract:

  The proposed standard would enable organizations to mitigate the human capital risks and capitalize on the opportunities of technology with guidance for its use and adoption for organizational leadership for: • changes to the nature of HR processes and practices; • eliminating or changing the nature of job roles; • technological change impacting the worker (e.g., surveillance, sensors, automation); and • technology impacts related to distress or anxiety among workers. Capturing and managing personal data is outside of scope of this proposed standard. This document is applicable to all organizations regardless of type, size, location, structure or purpose. This document does not include cyber security risks, data privacy, or the capture and management of personal data.

• Status: Not Published
• ICS: 03.100.30 - Management of human resources
• Technical Committee: ISO/TC 260 - Human resource management
• Drafting Committee: ISO/TC 260 - Human resource management
• Current Stage: 5000 - FDIS registered for formal approval
• Start Date: 11-Jun-2026
• Completion Date: 06-Aug-2026

Overview

ISO/FDIS 30440 is an ISO draft standard for human resource management that focuses on the strategic and ethical integration of technology. It provides guidance for organizations that want to use technology in ways that support both business performance and worker well-being.

The standard is relevant to organizations of all types, sizes, locations, and structures. It helps leaders and HR professionals address technology-driven change in a practical and responsible way, including:

• changes to HR processes and practices
• elimination or redesign of job roles
• impacts of surveillance, sensors, and automation
• distress or anxiety linked to technological change

A key value of ISO/FDIS 30440 is its focus on balancing innovation with human outcomes. It supports organizations in improving productivity, resilience, and workforce capability while maintaining ethical oversight and employee trust.

Key Topics

ISO/FDIS 30440 highlights several core areas for effective technology integration in HR management:

• Ethical principles for technology decisions

  • harm minimization
  • protection of worker well-being
  • partnership with workers
  • governance and accountability
  • fairness, equity, and non-discrimination
  • data privacy and security

• Context of the organization

  • understanding internal and external factors
  • identifying stakeholder needs and expectations
  • defining indicators to measure technology impact

• Enablers of integration

  • leadership commitment
  • organizational culture
  • workforce readiness

• Strategic approaches

  • linear and nonlinear approaches to technology integration
  • choosing the most suitable path for the organization

• Impact evaluation

  • reviewing effects on workers
  • establishing continual improvement processes

The standard also emphasizes worker consultation, transparent communication, and the role of representatives where they exist.

Applications

ISO/FDIS 30440 is especially useful for organizations that are introducing or expanding digital tools in HR and workforce management. Practical applications include:

• technology planning in recruitment, performance management, and learning and development
• assessing the impact of automation on jobs and career paths
• supporting upskilling and reskilling programs
• improving worker experience, engagement, and confidence with new systems
• managing workplace change with a partnership approach
• strengthening ethical governance for technology-enabled HR decisions

It can help organizations reduce risk, improve adoption, and align technology use with organizational values. The guidance is particularly relevant where technology affects workers directly through monitoring, decision support, or workflow automation.

Related Standards

ISO/FDIS 30440 references and aligns with several related standards, including:

• ISO 30400 - Human resource management vocabulary
• ISO 30201 - Human resource management systems
• ISO/IEC 42001 - AI management system
• ISO/IEC 38507 - Information technology governance of IT for the organization
• ISO 30439
• ISO 8000-51
• ISO 27001

While ISO/FDIS 30440 addresses ethical use and HR impacts of technology, it does not cover specific technologies, cybersecurity risks, or the capture and management of personal data as standalone topics.

FINAL DRAFT
International
Standard
ISO/TC 260
Human resource management —
Secretariat: ANSI
Strategic and ethical integration of
Voting begins on:
technology
2026-10-05
Management des ressources humaines — Intégration stratégique
Voting terminates on:
et éthique de la technologie
2026-11-30
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
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LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
Reference number
FINAL DRAFT
International
Standard
ISO/TC 260
Human resource management —
Secretariat: ANSI
Strategic and ethical integration of
Voting begins on:
technology
Management des ressources humaines — Intégration stratégique
Voting terminates on:
et éthique de la technologie
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
© ISO 2026
IN ADDITION TO THEIR EVALUATION AS
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BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
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TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
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ii
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Ethical principles for technology decisions . 2
4.1 General .2
4.2 Principle 1: Harm minimization .2
4.3 Principle 2: Protecting workers and worker well-being .3
4.4 Principle 3: Partnership of workers .4
4.5 Principle 4: Governance and accountability .5
4.6 Principle 5: Fairness, equity and non-discrimination .6
4.7 Principle 6: Data privacy and security .7
5 Context of the organization . 7
5.1 General .7
5.2 Understanding the organization and its context .7
5.3 Understanding the needs and expectations of workers, employers and other
stakeholders.8
5.3.1 General .8
5.3.2 Consultation and participation of workers.9
5.4 Identifying indicators for measuring the impacts of technology .9
6 Enablers of technology integration . .10
6.1 Leadership .10
6.2 Organizational culture .10
6.2.1 General .10
6.2.2 Learning culture .11
6.2.3 Culture of partnership between workers and management .11
6.3 Workforce readiness . 12
6.3.1 General . 12
6.3.2 Supporting behavioural and mindset transition of workers . 12
7 Strategic approaches to technology integration .12
7.1 General . 12
7.2 Characteristics of linear and nonlinear approaches . 12
7.3 Linear approach to technology integration . 13
7.3.1 General . 13
7.3.2 Identifying opportunities and problems technology can address .14
7.3.3 Developing business case and requirements . 15
7.3.4 Deciding between internal and external technology sourcing . 15
7.3.5 Internal source of technology .16
7.3.6 External source of technology .17
7.3.7 Developing, piloting and testing .18
7.3.8 Implementing and scaling .19
7.4 Nonlinear approach to technology integration .19
7.4.1 General .19
7.4.2 Defining minimum technical requirements and match with provider capabilities . 20
7.4.3 Decision, collaborative development, pilot and test . 20
7.4.4 Implementing and scaling . 20
7.5 Choosing an approach . 20
8 Evaluating the impact of technology on workers .21
9 Evaluating and establishing a continual improvement process .21
Annex A (informative) Vendor ethics .22

iii
Annex B (informative) Workforce readiness for technology integration .24
Bibliography .26

iv
Foreword
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of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
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This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

v
Introduction
Well-designed technology solutions enable workers to do their jobs more effectively and efficiently because
they create opportunities to expand their potential, open access to new types of work and career paths
that amplify digital skills beyond traditional roles. By enhancing workforce performance and productivity,
new and emerging technologies can add value by increasing business resilience and revenue and by making
organizations more sustainable.
While 89 % of large global companies are undergoing digital transformations, only 31 % have captured
[19]
the expected revenue growth and 25 % have experienced expected cost savings. The difference between
expected and realized outcomes is significant and highlights the importance of ensuring people, technology
and processes are ethically and strategically integrated into the organization.
Human resource (HR) management exists to create strategic alignment among organizational systems,
functions and processes, and to promote reciprocity between the organization’s needs and its workers’ needs.
This includes assessing the impact of the technology solution on the work and workers of the organization.
Given this dual role, HR managers are responsible for the HR management function, as well as acting in an
advisory capacity to organizational leaders when work and workers are impacted by organizational changes
due to technology integration.
This document provides guidance on assessing the impact of technology on work and workers. It supports HR
managers, organizational leaders and other decision-makers (such as information technology management)
responsible for ensuring that investment in technology is accompanied by appropriate investment in, and
consideration and support of, workers.
The principles outlined in this document have been developed to support the management of risks and
impacts on work and workers arising from the integration of the technology solution. This document
does not address the broader systemic business risk and impact assessment, or business risk and impact
management of the technology solution itself.
This document recognizes the role of workers’ (including employees’) representatives and the desirability of
taking a partnership approach in dealing with technological change. These representatives can include: an
individual elected by workers; an individual appointed by a trade union; a member of a works council.
NOTE In this document, “integration” includes the application of an ethical and strategic approach to technologies
that already exist in the organization and to the integration of technologies that are new to the organization.
0.1  General
Technology should be developed and used to improve the efficiency and effectiveness of work processes, for
instance, by automating tasks and augmenting human decision-making.
Organizations can realize substantial benefits by:
— applying strategic and ethical principles;
— measuring the impact of technology on its workforce;
— involving workers and their representatives (where they exist) collaboratively in the integration of
technology.
Technology should enhance human capability growth and employability, not diminish it. Organizations that
effectively integrate technology solutions ensure a continual learning environment for their workers, and
when roles are augmented or displaced by technology solutions, workers receive the necessary support and
consideration to complete the transition. Strategic and ethical practices, therefore, extend beyond mitigating
negative impacts and include the proactivity that will enable new opportunities.
0.2 Benefits of this document
Key benefits of following the guidance in this document include:
— successful and strategic integration of technology for the benefit of organizations and their workers;

vi
— enhancing the reputation of the organization as an employer;
— understanding various approaches to technology integration;
— considering the needs of workers, employers and other stakeholders;
— understanding the impact of technology on work and workers;
— improving workers’ well-being at work;
— improving workers’ skills and employability;
— involving workers throughout the process;
— enhancing worker experience and performance;
— advancing technology skills, including those of HR professionals.
This document supports organizations in using a structured, step-by-step methodology to integrate
advanced technologies ethically, including culture and workforce readiness assessment. This document
also provides guidance for enabling the workforce to adapt to technology-driven changes, ensuring that
all workers (not only HR professionals) are supported in building the capabilities required to navigate and
thrive.
Use of this document supports the following United Nations Sustainable Development Goals (SDGs): (3)
good health and well-being, (4) quality education, (8) decent work and economic growth and (9) industry,
innovation and infrastructure.
0.3  Structure of this document
The structure of this document is shown in Figure 1. The cornerstones of this document are the ethical
principles and organizational context that together inform a strategic and ethical approach to technology
integration. This strategic and ethical approach involves the formulation, implementation, evaluation and
continual improvement of factors that are relevant to an organization's interests and worker well-being.
The intention of this document is to ensure that throughout the process key measurements for assessing
adherence to ethical principles and impact on workers are identified and used to successfully integrate
technology into the organization.
Figure 1 — HR management: Strategic and ethical integration of technology

vii
FINAL DRAFT International Standard ISO/FDIS 30440:2026(en)
Human resource management — Strategic and ethical
integration of technology
1 Scope
This document provides guidance for organizations to strategically and ethically integrate technology to
benefit organizations and their workers. Particular attention is paid to the following opportunities and
impacts:
— partnering with workers and their representatives (where they exist) for technology integration;
— approaches to technology integration;
— changes to HR processes and practices;
— eliminating or changing job roles;
— the impact of technological change on workers.
This document provides guidance for organizations to realize the opportunities arising from ethical
technology integration on workers, work, and HR processes in response to new and emerging technologies.
This document is applicable to all organizations regardless of type, size, location, structure or purpose.
This document is not intended to provide guidance on:
— specific technologies;
— cyber security risks, data privacy or the capture and management of personal data.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the following terms and definitions given in ISO 30400 and the following
apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
readiness
willingness of workers to adapt to changes in their jobs and work environment
[SOURCE: ISO/TR 14105:2011, 2.6, modified — the word “employees” has been replaced with “workers” in
the definition.]
3.2
psychological safety
shared belief in a group that members can take interpersonal risks without fear of negative consequences
4 Ethical principles for technology decisions
4.1 General
Integrating new and evolving technology requires ethical considerations to ensure the technology is used
fairly, responsibly and in ways that benefit the organization, its workers and other stakeholders.
This clause introduces six ethical principles that should be used by HR management and organizational
leaders as a foundation to guide the ethical integration of technology and assessing its impact on workers:
a) Principle 1: Harm minimization
b) Principle 2: Protecting workers and worker well-being
c) Principle 3: Partnership of workers
d) Principle 4: Governance and accountability
e) Principle 5: Fairness, equity and non-discrimination
f) Principle 6: Data privacy and security
By following these principles, organizations should ensure that their use of technology fosters a positive,
fair and productive work environment.
For each principle, this clause provides:
— a statement of the principle;
— a rationale that explains why the principle is important;
— key benefits associated with the principle;
— actions the organization should take to apply the principle.
When working with technology vendors, organizations should consider the ethical practices of the vendors
themselves (see Annex A for further details).
Organizations should consider integrating additional ethical principles for specific technologies and
contexts.
NOTE Other standards providing guidance on ethical considerations and transparency include:
— ISO/IEC 42001, AI management system
— ISO/IEC 38507, Information technology
4.2 Principle 1: Harm minimization
Statement
Technology should be developed and deployed in a way that ensures the effective protection of workers
in the employment context, including from the negative impacts of those technologies, and in a way that
preserves the dignity of workers and counteracts dehumanisation at work.
Rationale
Technology should improve the quality of work, preserve worker autonomy, enhance physical and
psychological safety and make work more fulfilling.

Key benefits:
— preservation of worker autonomy;
— reduction of stress and micromanagement;
— psychological safety;
— supportive environment for workers;
— prevention of harms associated with over reliance on technology-based recommendations, bias, mental
overload.
The organization should take actions such as:
— Ensuring human oversight of automated decisions relating to workers.
— Ensuring technology is fit for purpose and that reasonably foreseeable misuses are addressed.
— Developing and implementing redeployment or transition plans with workers and their representatives
(where they exist) whose jobs are eliminated through technology. This may include upskilling and
reskilling workers to support sustainable career paths.
— Avoiding worker surveillance where possible. When it is necessary, communicate to workers and their
representatives (where they exist), the extent of any surveillance being undertaken. Communication
should also be clearly understandable and include information about the transparency and privacy
issues surrounding the integration.
— Providing a mechanism for workers and their representatives (where they exist) to ask questions and
provide feedback.
— Avoiding algorithmic monitoring systems unless a justified interest can be proven and is agreed upon
with workers’ representatives (where they exist).
— Considering all stakeholders impacted by monitoring and surveillance, ensuring that their rights are
upheld and protected.
4.3 Principle 2: Protecting workers and worker well-being
Statement
Technology should be designed and implemented in ways that protect workers’ rights, enhance worker
conditions, well-being and health and safety so as to ensure that workers are protected from the negative
impacts of those technologies.
Rationale
HR management creates strategic alignment and promotes reciprocity between the organization’s needs
and its workers’ needs (ISO 30201). Balancing technology with human interaction ensures that technology
is used to enhance meaningful work, human relationships and decision-making.
Key benefits
— technology is used to support meaningful work and human relationships and decisions;
— increased worker well-being;
— increased worker satisfaction;
— increased productivity for the organization and benefits for workers;
— closer alignment between technology use and organizational values;
— improved organizational culture with no digital divides;

— enhanced reputation of the organization.
The organization should take action such as:
— designing technology to be user-friendly and intuitive, reducing the burden of learning and using complex
systems, especially for workers who are not tech- savvy;
— using a partnership approach to include workers and their representatives (where they exist) in the
identification, design and implementation of new technologies;
— providing training and support, including training on the ethical implications of technology and other
training for workers that need new skills to do new jobs;
— making technology accessible to workers of all backgrounds, including those with disabilities;
— providing alternative access for workers who are not comfortable with or have no access to technology.
4.4 Principle 3: Partnership of workers
Statement
The consultation and participation of workers, and their representatives (where they exist), as well as the
consultation of other stakeholders throughout the decision-making, development and integration process
are essential for the ethical and effective integration of technology. Figure 2 illustrates a partnership
approach between management and the most critical stakeholder in the implementation of technology –
the organization’s workers and their representatives (where they exist). The stronger the partnership, the
greater the opportunities for the organization to integrate technology using a variety of approaches (see
Clause 7 for more on approaches to technology integration).
Figure 2 — Partnership approach to technology integration
Foundational to the partnerships between an organization and its workers (including their representatives,
where they exist) is trust that enables open discussions about the opportunities, risks and impacts of
technology on the work and workers. These open discussions then lead to joint mapping of opportunities

and approaches for technology integration. This joint mapping also includes identifying key areas, actions
and measures where technology can be successfully integrated and the related consequences for the
development of the technology. Continual monitoring for impacts enables learning and evaluation of how
technology is coalescing with workers for the benefit of both workers and the organization.
Rationale
Involving stakeholders, specifically workers and their representatives (where they exist), is key in identifying
and assessing various perspectives at all stages of the process. Creating a partnership approach between
management and workers ensures the integration of technology meets both the needs of the organization
and the needs of its most crucial resource – workers.
Key benefits:
— more effective decisions and use of technology;
— enhanced relationships and trust between workers, management, trade unions, HR professionals,
vendors, technology developers and regulators;
— leveraging the skills and knowledge of workers and other stakeholders will improve understanding of
and heighten the impact of technology;
— stakeholders’ trust in the solution and willingness to use it.
The organization should take action such as:
— using a collaborative partnership approach with workers and their representatives (where they exist),
and other stakeholders;
— facilitating open discussion and sharing of knowledge recognizing that it might be necessary to take
measures to build trust initially;
— recognizing and acknowledging individuals’ contributions;
— creating task groups that bring together technology specialists and workers that will be affected by
technology;
— providing a clear and understandable process for workers to report on the impact of technology and
to question the impact of technology on them (e.g. algorithms used in performance management,
recruitment decisions, etc.)
4.5 Principle 4: Governance and accountability
Statement
Organizations are accountable for impacts associated with the use of technology (regardless of whether the
organization is a developer or user of the technology).
Rationale
The use of technology, especially artificial intelligence (AI) and machine learning (ML), can introduce
unintentional unfairness and discrimination that conflict with the organization’s values, ethical standards
and policies as well as with fundamental rights and workers’ rights. There should be strong and transparent
governance and oversight mechanisms in place to ensure that the use of technology aligns with the
organization’s values and ethical standards, as detailed in ISO 30201, and upholds worker rights.
Key benefits
— organizations and people are accountable for what they can control;
— continual improvement in the ethical use of technology;
— potential increase in trusting the solution and utilization of technology.

The organization should undertake the following actions:
— Ensuring clarity of technology-related roles, accountabilities and responsibilities.
— Creating and following policies to support the ethical use of technology.
— Communicating policies with workers, their representatives (where they exist) and other stakeholders.
— Providing cross-functional oversight groups, if appropriate.
— Assigning and communicating responsibilities and authorities for technology users.
— Agreeing on the distribution of accountability between technology developers and users.
— Ensuring identified and accountable humans have final decision-making authority over recommendations
made by technology regarding the work organization, the working conditions and the execution of the
work agreement.
— Providing mechanisms for ensuring technology errors are identified and corrected.
— Conducting regular reviews of the impact technology has on workers, including unexpected negative
impacts.
— Ensuring continual improvement processes are in place so the organization can act on technology
impacts, review results and worker feedback.
— Providing mechanisms for informing workers, their representatives and other stakeholders of the
resulting technology impacts on work and workers.
— Providing a clear and understandable process for workers to report on the impact of technology.
4.6 Principle 5: Fairness, equity and non-discrimination
Statement
The ethical use of technology should support the organization’s fairness, equity, inclusion and non-
discrimination policies.
Rationale
The use of technology, especially AI and ML, can introduce unintentional unfairness and discrimination that
conflict with the organization’s values, ethical standards and policies, as well as with fundamental human
rights and dignity.
Key benefits
— fairness in HR processes, such as workforce management, performance reviews and promotions;
— alignment of technology use and the organization’s values and policies;
— avoidance of unfairness and discrimination;
— identification and, or at minimum, mitigation of biases introduced by using technology.
The organization should take action such as:
— designing and testing technology to avoid discriminatory outcomes based on factors such as gender,
race, age, disability, opinions and beliefs, organizational membership, or other protected characteristics;
— ensuring that technology-supported decisions give all workers appropriate access to opportunities;
— ensuring the input of technology into organizational and worker decisions should be transparent and
explainable;
— tailoring technology to meet the unique needs of the organization's workforce, considering factors such
as industry sector, region, company culture and collective agreements (where they exist).
4.7 Principle 6: Data privacy and security
Statement
Sensitive and personal data associated with technologies should be collected, processed, kept and deleted in
accordance with policies, such as informed consent, purpose limitation, data minimization, data retention,
secure storage and controlled access and use.
Rationale
Data privacy and security is a key component to the proper use of technology for the protection of
information. The proper controls will assist with mitigating risks associated with data and technology.
Key benefits
— ethical treatment and use of personal data;
— meeting national, regional and local requirements on data protection, consent, right to modification,
transfer, or disposal.
— enhanced trust between the organization, its workers and their representatives (where they exist), and
other stakeholders.
Actions the organization should take
— ensuring workers have access to their personal data;
— providing explanations of how algorithms and programming are used, including purpose, impact and
process;
— establishing a mechanism for error correction.
For more information, see ISO 30439, ISO 8000-51, ISO 27001, and ISO 30201.
The ethical principles are vital to positive outcomes for workers and organizations. To ensure these
principles are integrated into the technology solution and the process of integration, organizations should
ensure there is a mechanism allowing workers to identify exceptions or deviances from the principles.
5 Context of the organization
5.1 General
Each organization has a unique set of conditions and circumstances that form and shape the environment in
which it operates. The context of the organization includes external and internal factors that influence the
organization’s strategy, structure and functions, and the way in which leaders set goals, make decisions, and
interact with various stakeholders.
5.2 Understanding the organization and its context
The success of technology integration depends heavily on the organization’s ability to make strategic choices
that match the levels of volatility, uncertainty, complexity and ambiguity (VUCA) in its environment. The
more VUCA the environment, the greater the need for the organization to continually adapt its strategic
choices. The context in which the organization operates will therefore determine the speed of change, the
approach to technology integration and how quickly the workforce requires upskilling or reskilling.
External and internal factors affect the way in which technology is accepted and integrated into the
organization.
External factors can include:
— industry trends;
— technology trends;
— market conditions;
— local or jurisdictional requirements;
— societal influences;
— political and economic factors;
— environmental factors;
— geopolitical influences;
— stakeholders (e.g. customers, partners, competitors, community).
Internal factors can include:
— the organization’s mission, vision and values;
— the organizational structure (e.g. hierarchies, levels, roles);
— leadership style and decision-making processes;
— culture (e.g. norms, behaviours, communication);
— resources (e.g. people, technology, finances);
— capabilities and competencies of workers (skills, strengths, knowledge, motivation);
— meaningful involvement of workers and their representatives (where they exist) with the integration of
technology solutions.
A thorough understanding and assessment of the factors that influence the context of the organization is
necessary to determine which technology solutions are likely to be beneficial to the organization and its
workers.
5.3 Understanding the needs and expectations of workers, employers and other
stakeholders
5.3.1 General
The organization is responsible for:
— determining how workers and other key stakeholders will be impacted by the technology being
considered;
— assessing the needs and expectations of workers and other key stakeholders;
— assessing the potential impacts of the technology being considered on the needs and expectations of
workers and other key stakeholders.
Further guidance is provided in 7.3.5.1 and 7.3.6.1.
Understanding these needs and expectations will enhance the organization’s:
— planning for technology;
— partnerships with key stakeholders;

— assessing risk;
— policy development;
— leadership decisions.
To assist organizations in assessing the impact of technology integration, the framework provides guidance
for measuring the impact on workers when integrating technology.
5.3.2 Consultation and participation of workers
The organization should establish, implement and maintain processes for the consultation and participation
of workers, and their representatives (where they exist), in the development, planning, implementation,
performance evaluation and improvement of the use of technology in HR management in the organization.
NOTE Consultation includes identifying and assessing impacts on working conditions.
5.4 Identifying indicators for measuring the impacts of technology
Successfully integrating technology requires understanding of how the technology and workers will
interface, setting goals and taking measurements along the way to ensure what is intended is what is
occurring. Establishing measures and determining the range of acceptable tolerance for technology impacts
is key to effective and ethical integration of technology. Objectives should be established to plan and measure
the impact of technology from the organizational, HR management performance and worker perspectives.
This clause applies to impacts in any part of the organization with a human-technology interface, regardless
of whether the technology augments work or monitors aspects of worker behaviour.
As well as the traditional impact on return on investment and productivity, the following indicators should
be considered:
Organizational indicators should include:
— adherence to ethical expectations;
— number of augmented jobs;
— percentage of job displacements;
— percentage of created jobs;
— industry or market benchmarking for technology integration.
HR performance indicators should include:
— worker well-being;
— worker engagement;
— worker involvement;
— worker experience;
— learning and development (e.g. training outcomes, percentage of workforce training on new technologies);
— above indicators reviewed by demographics to ensure fairness and equity.
Worker indicators should include:
— workforce displacement and redundancies;
— reskill and upskill rates;
— technology integration and usage rate (e.g. percentage of workers using new technology after a given
period, frequency of interaction with tool, feature utilization);

— confidence scores for using technology;
— error reduction;
— satisfaction with technology.
6 Enablers of technology integration
6.1 Leadership
Organizations that integrate technology effectively apply the ethical principles.
Leaders should play a central role in:
— establishing a vision for alignment between the design of the organization and technology solutions;
— upholding the ethical principles for technology integration;
— demonstrating commitment to ethical practices by actively guiding, supporting and role-modelling
ethical behaviours;
— fostering open communication.
Leaders are responsible for establishing policies, strategy and plans for processes, such as recruitment,
learning and development, performance management and worker involvement that contribute to an
inclusive culture.
Examples of policies, strategies, plans and processes that reflect ethical principles include:
— policies that require monitoring and surveillance of workers to be proportionate to the organization’s
needs, and to avoid excessive workplace surveillance;
— processes to facilitate the involvement of workers and their representatives (where they exist);
— continual learning and improvement processes;
— policies for upskilling and reskilling workers;
— policies for redeployment of displaced workers;
— processes for workers to report the impact of technology;
— processes for ensuring transparency and confidentiality in worker data collection and use;
— policies and processes for workforce management;
— policies and processes for health and safety.
Leaders who exemplify ethical commitment, foster worker involvement and open communication, and value
workers and learning have the key skills to support the ethical integration of technology.
In organizations that operate in VUCA environments, leaders also need to drive a culture of agility,
innovation and learning wh
...

ISO/TC 260
Secretariat: ANSI
Human resource management — Strategic and ethical integration of
technology
Management des ressources humaines — Intégration stratégique et éthique de la technologie
FDIS stage
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication
may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying,
or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO
at the address below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
E-mail: [e-mail]
Website: www.iso.org
Published in Switzerland
Contents
Foreword . iv
Introduction . v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Ethical principles for technology decisions . 2
4.1 General . 2
4.2 Principle 1: Harm minimization . 2
4.3 Principle 2: Protecting workers and worker well-being . 3
4.4 Principle 3: Partnership of workers . 4
4.5 Principle 4: Governance and accountability . 6
4.6 Principle 5: Fairness, equity and non-discrimination . 7
4.7 Principle 6: Data privacy and security . 7
5 Context of the organization . 8
5.1 General . 8
5.2 Understanding the organization and its context . 8
5.3 Understanding the needs and expectations of workers, employers and other
stakeholders . 9
5.4 Identifying indicators for measuring the impacts of technology . 10
6 Enablers of technology integration . 11
6.1 Leadership . 11
6.2 Organizational culture . 12
6.3 Workforce readiness . 13
7 Strategic approaches to technology integration . 14
7.1 General . 14
7.2 Characteristics of linear and nonlinear approaches . 14
7.3 Linear approach to technology integration . 15
7.4 Nonlinear approach to technology integration . 23
7.5 Choosing an approach . 24
8 Evaluating the impact of technology on workers . 24
9 Evaluating and establishing a continual improvement process . 25
Annex A (informative) Vendor ethics . 26
Annex B (informative) Workforce readiness for technology integration . 28
Bibliography . 30

iii
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
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International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of
ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO [had/had not] received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that this
may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 260, Human resource management.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
iv
Introduction
Well-designed technology solutions enable workers to do their jobs more effectively and efficiently because
they create opportunities to expand their potential, open access to new types of work and career paths that
amplify digital skills beyond traditional roles. By enhancing workforce performance and productivity, new
and emerging technologies can add value by increasing business resilience and revenue and by making
organizations more sustainable.
While 89 % of large global companies are undergoing digital transformations, only 31 % have captured the
[19]
expected revenue growth and 25 % have experienced expected cost savings. The difference between
expected and realized outcomes is significant and highlights the importance of ensuring people, technology,
and processes are ethically and strategically integrated into the organization.
Human resource (HR) management exists to create strategic alignment among organizational systems,
functions and processes, and to promote reciprocity between the organizations’organization’s needs and its
workers’ needs. This includes assessing the impact of the technology solution on the work and workers of the
organization. Given this dual role, human resourceHR managers are responsible for the Human resourceHR
management function, as well as acting in an advisory capacity to organizational leaders when work and
workers are impacted by organizational changes due to technology integration.
This document provides guidance on assessing the impact of technology on work and workers. It supports
human resources (HR) managers, organizational leaders and other decision-makers (such as information
technology management) responsible for ensuring that investment in technology is accompanied by
appropriate investment in, and consideration and support of, workers.
The principles outlined in this document have been developed to support the management of risks and
impacts on work and workers arising from the integration of the technology solution. This document does not
address the broader systemic business risk and impact assessment, or business risk and impact management
of the technology solution itself.
This document recognizes the role of workers’ (including employees’) representatives and the desirability of
taking a partnership approach in dealing with technological change. These representatives can include: an
individual elected by workers; an individual appointed by a trade union; a member of a works council.
NOTE : In this document, “integration” includes the application of an ethical and strategic approach to technologies
that already exist in the organization and to the integration of technologies that are new to the organization.
0.1 General
Technology should be developed and used to improve the efficiency and effectiveness of work processes, for
instance, by automating tasks and augmenting human decision-making.
Organizations can realize substantial benefits by:
— applying strategic and ethical principles;
— measuring the impact of technology on its workforce;
— involving workers and their representatives (where they exist) collaboratively in the integration of
technology.
Technology should enhance human capability growth and employability, not diminish it. Organizations that
effectively integrate technology solutions ensure a continual learning environment for their workers, and
when roles are augmented or displaced by technology solutions, workers receive the necessary support and
v
consideration to complete the transition. Strategic and ethical practices, therefore, extend beyond mitigating
negative impacts and include the proactivity that will enable new opportunities.
0.2 Benefits of this document
Key benefits of following the guidance in this document include:
— successful and strategic integration of technology for the benefit of organizations and their workers;
— enhancing the reputation of the organization as an employer;
— understanding various approaches to technology integration;
— considering the needs of workers, employers and other stakeholders;
— understanding the impact of technology on work and workers;
— improving workersworkers’ well-being at work;
— improving workersworkers’ skills and employability;
— involving workers throughout the process;
— enhancing worker experience and performance;
— advancing technology skills, including those of HR professionals.
This document supports organizations in using a structured, step-by-step methodology to integrate advanced
technologies ethically, including culture and workforce readiness assessment. This document also provides
guidance for enabling the workforce to adapt to technology-driven changes, ensuring that all workers (not
only HR professionals) are supported in building the capabilities required to navigate and thrive.
Use of this document supports the following United Nations Sustainable Development Goals (SDGs): (3) good
health and well-being, (4) quality education, (8) decent work and economic growth and (9) industry,
innovation and infrastructure.
0.3 Structure of this document
The structure of this document is shown in Figure 1. The cornerstones of this document are the ethical
principles and organizational context that together inform a strategic and ethical approach to technology
integration. This strategic and ethical approach involves the formulation, implementation, evaluation and
continual improvement of factors that are relevant to an organization's interests and worker well-being.
The intention of this document is to ensure that throughout the process key measurements for assessing
adherence to ethical principles and impact on workers are identified and used to successfully integrate
technology into the organization.
vi
Measures
Evaluate
and establish
Iden�fy KPI’s for con�nuous improvement
con�nous
improvement process
(Clauses 8-9)
Linear Non-linear
Measure results of HR outcomes and compare
approach to approach to
pilot with pre-establishedobjec�ves, Iden�fy
technology technology
metrics for: job changes, skill gaps and
integra�on integra�on remedies, user sa�sfac�on
(Subclause 7.3) (Subclause 7.4)
HR performance measures and
success indicators
Enablers of technology
integra�on (Leadership, Culture,
Worker Partnership)
(Clause 6)
Establish organiza�onal objec�ves and
measures for adherence to ethical
Context of the
Ethical principles for
principles
organiza�on (Clause 5)
technology decisions (Clause 4)

Figure 1 — HRM — HR management: Strategic and ethical integration of technology
vii
Human resource management — Strategic and ethical integration of
technology
1 Scope
This document provides guidance for organizations to strategically and ethically integrate technology to
benefit organizations and their workers. Particular attention is paid to the following opportunities and
impacts:
— partnering with workers and their representatives (where they exist) for technology integration;
— approaches to technology integration;
— changes to HR processes and practices;
— eliminating or changing job roles;
— the impact of technological change on workers.
This document provides guidance for organizations to realize the opportunities arising from ethical
technology integration on workers, work, and HR processes in response to new and emerging technologies.
This document is applicable to all organizations regardless of type, size, location, structure or purpose.
This document is not intended to provide guidance on:
— specific technologies;
— cyber security risks, data privacy or the capture and management of personal data.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 30400, Human resource management — Vocabulary
3 Terms and definitions
For the purposes of this document, the following terms and definitions given in ISO 30400 and the following
apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
readiness
willingness of workers to adapt to changes in their jobs and work environment
[SOURCE: ISO/TR 14105:2011, 2.6, modified — the word “employees” has been replaced with “workers” in
the definition.]
3.2
psychological safety
shared belief in a group that members can take interpersonal risks without fear of negative consequences
4 Ethical principles for technology decisions
4.1 General
Integrating new and evolving technology requires ethical considerations to ensure the technology is used
fairly, responsibly and in ways that benefit the organization, its workers and other stakeholders.
This clause introduces six ethical principles that should be used by HR management and organizational
leaders as a foundation to guide the ethical integration of technology and assessing its impact on workers:
a) Principle 1: Harm minimization
b) Principle 2: Protecting workers and worker well-being
c) Principle 3: Partnership of workers
d) Principle 4: Governance and accountability
e) Principle 5: Fairness, equity and non-discrimination
f) Principle 6: Data privacy and security
By following these principles, organizations should ensure that their use of technology fosters a positive, fair
and productive work environment.
For each principle, this clause provides:
— a statement of the principle;
— a rationale that explains why the principle is important;
— key benefits associated with the principle;
— actions the organization should take to apply the principle.
When working with technology vendors, organizations should consider the ethical practices of the vendors
themselves (see Annex A for further details).
Organizations should consider integrating additional ethical principles for specific technologies and contexts.
NOTE Other standards providing guidance on ethical considerations and transparency include:
— ISO/IEC 42001, AI management system
— ISO/IEC 38507, Information technology
4.14.2 Principle 1: Harm minimization
Statement
Technology should be developed and deployed in a way that ensures the effective protection of workers in the
employment context, including from the negative impacts of those technologies, and in a way that preserves
the dignity of workers and counteracts dehumanisation at work.
Rationale
Technology should improve the quality of work, preserve worker autonomy, enhance physical and
psychological safety and make work more fulfilling.
Key benefits:
— preservation of worker autonomy;
— reduction of stress and micromanagement;
— psychological safety;
— supportive environment for workers;
— prevention of harms associated with over reliance on technology-based recommendations, bias, mental
overload.
The organization should take actions such as:
— Ensuring human oversight of automated decisions relating to workers.
— Ensuring technology is fit for purpose and that reasonably foreseeable misuses are addressed.
— Developing and implementing redeployment or transition plans with workers and, their representatives
(where they exist) whose jobs are eliminated through technology. This may include upskilling and
reskilling workers to support sustainable career paths.
— Avoiding worker surveillance where possible. When it is necessary, communicate to workers and, their
representatives (where they exist), the extent of any surveillance being undertaken. Communication
should also be clearly understandable and include information about the transparency and privacy issues
surrounding the integration.
— Providing a mechanism for workers and their representatives (where they exist) to ask questions and
provide feedback.
— Avoiding algorithmic monitoring systems unless a justified interest can be proven and is agreed upon with
workersworkers’ representatives (where they exist).
— — Considering all stakeholders impacted by monitoring and surveillance, ensuring that their rights are
upheld and protected.
4.24.3 Principle 2: Protecting workers and worker well-being
Statement
Technology should be designed and implemented in ways that protect workers’ rights, enhance worker
conditions, well-being and health and safety so as to ensure that workers are protected from the negative
impacts of those technologies.
Rationale
HR management creates strategic alignment and promotes reciprocity between the organization’s needs and
its workers’ needs (ISO 30201). Balancing technology with human interaction ensures that technology is used
to enhance meaningful work, human relationships, and decision-making.
Key benefits
— — technology is used to support meaningful work and human relationships and decisions;
— — increased worker well-being;
— — increased worker satisfaction;
— — increased productivity for the organization and benefits for workers;
— — closer alignment between technology use and organizational values;
— — improved organizational culture with no digital divides;
— — enhanced reputation of the organization.
The organization should take action such as:
— — designing technology to be user-friendly and intuitive, reducing the burden of learning and using
complex systems, especially for workers who mightare not be tech- savvy;
— — using a partnership approach to include workers and their representatives (where they exist) in the
identification, design and implementation of new technologies;
— — providing training and support, including training on the ethical implications of technology and other
training for workers that need new skills to do new jobs;
—
— — making technology accessible to workers of all backgrounds, including those with disabilities;
— — providing alternative access for workers who mightare not be comfortable with or have no access to
technology.
4.34.4 Principle 3: Partnership of workers
Statement
The consultation and participation of workers, and their representatives (where they exist), as well as the
consultation of other stakeholders throughout the decision-making, development and integration process
isare essential for the ethical and effective integration of technology. Figure 2 illustrates a partnership
approach between management and the most critical stakeholder in the implementation of technology – the
organization’s workers and, their representatives (where they exist). The stronger the partnership, the
greater the opportunities for the organization to integrate technology using a variety of approaches (see
Clause 7 for more on approaches to technology integration).
Figure 2 — Partnership approach to technology integration
Foundational to the partnerships between an organization and its workers (including their representatives,
where they exist) is trust that enables open discussions about the opportunities, risks and impacts of
technology on the work and workers. These open discussions then lead to joint mapping of opportunities and
approaches for technology integration. This joint mapping also includes identifying key areas, actions and
measures where technology can be successfully integrated and the related consequences for the development
of the technology. Continual monitoring for impacts enables learning and evaluation of how technology is
coalescing with workers for the benefit of both workers and the organization.
Rationale
Involving stakeholders, specifically workers and, their representatives (where they exist), is key in identifying
and assessing various perspectives at all stages of the process. Creating a partnership approach between
management and workers ensures the integration of technology meets both the needs of the organization and
the needs of its most crucial resource – workers.
Key benefits:
— more effective decisions and use of technology;
— enhanced relationships and trust between workers, management, trade unions, HR professionals, vendors,
technology developers and regulators;
— leveraging the skills and knowledge of workers and other stakeholders will improve understanding of and
heighten the impact of technology;
— stakeholders’ trust in the solution and willingness to use it.
The organization should take action such as:
— using a collaborative partnership approach with workers and their representatives (where they exist),
and other stakeholders;
— facilitating open discussion and sharing of knowledge recognizing that it might be necessary to take
measures to build trust initially;
— recognizing and acknowledgeacknowledging individuals’ contributions;
— creating task groups that bring together technology specialists and workers that will be affected by
technology;
— providing a clear and understandable process for workers to report on the impact of technology and to
question the impact of technology on them (e.g. algorithms used in performance management, recruitment
decisions, etc.)
4.44.5 Principle 4: Governance and accountability
Statement
Organizations are accountable for impacts associated with the use of technology (regardless of whether the
organization is a developer or user of the technology).
Rationale
The use of technology, especially artificial intelligence (AI) and machine learning, (ML), can introduce
unintentional unfairness and discrimination that conflict with the organization’s values, ethical standards and
policies as well as with fundamental rights and workers’ rights. There should be strong and transparent
governance and oversight mechanisms in place to ensure that the use of technology aligns with the
organization’s values and ethical standards, as detailed in ISO 30201, and upholds worker rights.
Key benefits
— organizations and people are accountable for what they can control;
— continual improvement in the ethical use of technology;
— potential increase in trusting the solution and utilization of technology.
The organization should undertake the following actions:
— Ensuring clarity of technology-related roles, accountabilities and responsibilities.
— Creating and followfollowing policies to support the ethical use of technology.
— Communicating policies with workers, their representatives (where they exist) and other stakeholders.
— Providing Crosscross-functional oversight groups, if appropriate.
— Assigning and communicatecommunicating responsibilities and authorities for technology users.
— Agreeing on the distribution of accountability between techtechnology developers and users.
— Ensuring identified and accountable humans have final decision-making authority over recommendations
made by technology regarding the work organization, the working conditions and the execution of the
work agreement.
— Providing mechanisms for ensuring technology errors are identified and corrected.
— Conducting regular reviews of the impact technology has on workers, including unexpected negative
impacts.
— Ensuring continual improvement processes are in place so the organization can act on technology impacts,
review results and worker feedback.
— Providing mechanisms for informing workers, their representatives and other stakeholders of the
resulting technology impacts on work and workers.
— Providing a clear and understandable process for workers to report on the impact of technology.
4.54.6 Principle 5: Fairness, equity and non-discrimination
Statement
The ethical use of technology should support the organization’s fairness, equity, inclusion and non-
discrimination policies.
Rationale
The use of technology, especially AI and machine learningML, can introduce unintentional unfairness and
discrimination that conflict with the organization’s values, ethical standards and policies, as well as with
fundamental human rights and dignity.
Key benefits
— fairness in HR processes, such as workforce management, performance reviews and promotions;
— alignment of technology use and the organization’s values and policies;
— avoidance of unfairness and discrimination;
— identification and, or at minimum, mitigation of biases introduced by using technology.
The organization should take action such as:
— — Designingdesigning and testing technology to avoid discriminatory outcomes based on factors such as
gender, race, age, disability, opinions and beliefs, organizational membership, or other protected
characteristics.;
— — Ensuringensuring that technology-supported decisions give all workers appropriate access to
opportunities.;
— — Ensuringensuring the input of technology into organizational and worker decisions should be
transparent and explainable.;
— — Tailoringtailoring technology to meet the unique needs of the organization's workforce, considering
factors such as industry sector, region, company culture and collective agreements (where they exist).
4.64.7 Principle 6: Data privacy and security
Statement
Sensitive and personal data associated with technologies should be collected, processed, kept and deleted in
accordance with policies, such as informed consent, purpose limitation, data minimization, data retention,
secure storage and controlled access and use.
Rationale
Data privacy and security is a key component to the proper use of technology for the protection of information.
The proper controls will assist with mitigating risks associated with data and technology.
Key benefits
— ethical treatment and use of personal data;
— meeting national, regional and local requirements on data protection, consent, right to modification,
transfer, or disposal.
— enhanced trust between the organization, its workers and, their representatives (where they exist), and
other stakeholders.
Actions the organization should take
— — ensureensuring workers have access to their personal data;
— — providing explanations of how algorithms and programming are used, including purpose, impact and
process;
— — establishing a mechanism for error correction.
For more information, see ISO 30439, ISO 8000-51, ISO 27001, and ISO 30201.
The ethical principles are vital to positive outcomes for workers and organizations. To ensure these principles
are integrated into the technology solution and the process of integration, organizations should ensure there
is a mechanism allowing workers to identify exceptions or deviances from the principles.
5 Context of the organization
5.1 General
Each organization has a unique set of conditions and circumstances that form and shape the environment in
which it operates. The context of the organization includes external and internal factors that influence the
organization’s strategy, structure and functions, and the way in which leaders set goals, make decisions, and
interact with various stakeholders.
5.15.2 Understanding the organization and its context
The success of technology integration depends heavily on the organizations’organization’s ability to make
strategic choices that match the levels of volatility, uncertainty, complexity and ambiguity (VUCA) in its
environment. The more VUCA the environment, the greater the need for the organization to continually adapt
its strategic choices. The context in which the organization operates will therefore determine the speed of
change, the approach to technology integration and how quickly the workforce requires upskilling or
reskilling.
External and internal factors affect the way in which technology is accepted and integrated into the
organization.
External factors can include:
— industry trends;
— technology trends;
— market conditions;
— local or jurisdictional requirements;
— societal influences;
— political and economic factors;
— environmental factors;
— geopolitical influences;
— stakeholders (e.g. customers, partners, competitors, community).
Internal factors can include:
— the organization’s mission, vision and values;
— the organizational structure (e.g. hierarchies, levels, roles);
— leadership style and decision-making processes;
— culture (e.g. norms, behaviours, communication);
— resources (e.g. people, technology, finances);
— capabilities and competencies of workers (skills, strengths, knowledge, motivation);
— meaningful involvement of workers and, their representatives (where they exist) with the integration of
technology solutions.
A thorough understanding and assessingassessment of the factors that influence the context of the
organization is necessary to determine which technology solutions are likely to be beneficial to the
organization and its workers.
5.25.3 Understanding the needs and expectations of workers, employers and other
stakeholders
5.3.1 General
The organization is responsible for:
— determining how workers and other key stakeholders will be impacted by the technology being
considered;
— assessing the needs and expectations of workers and other key stakeholders;
— assessing the potential impacts of the technology being considered on the needs and expectations of
workers and other key stakeholders.
Further guidance is provided in 7.3.5.1 and 7.3.6.1.
Understanding these needs and expectations will enhance the organization’s:
— planning for technology;
— partnerships with key stakeholders;
— assessing risk;
— policy development;
— leadership decisions.
To assist organizations in assessing the impact of technology integration, the framework provides guidance
for measuring the impact on workers when integrating technology.
5.2.15.3.2 Consultation and participation of workers
The organization should establish, implement and maintain processes for the consultation and participation
of workers, and, their representatives (where they exist), in the development, planning, implementation,
performance evaluation and improvement of the use of technology in HR management in the organization.
NOTE Consultation includes identifying and assessing impacts on working conditions.
5.35.4 Identifying indicators for measuring the impacts of technology
Successfully integrating technology requires understanding of how the technology and workers will interface,
setting goals and taking measurements along the way to insureensure what is intended is what is occurring.
Establishing measures and determining the range of acceptable tolerance for technology impacts is key to
effective and ethical integration of technology. Objectives should be established to plan and measure the
impact of technology from the organizational, HR management performance and worker perspectives. This
clause applies to impacts in any part of the organization with a human-technology interface, regardless of
whether the technology augments work or monitors aspects of worker behaviour.
As well as the traditional impact on return on investment and productivity, the following indicators should be
considered:
Organizational indicators should include:
— adherence to ethical expectations;
— number of augmented jobs;
— percentage of job displacements;
— percentage of created jobs;
— industry or market benchmarking for technology integration.
HR performance indicators should include:
— worker well-being;
— worker engagement;
— worker involvement;
— worker experience;
— learning and development (e.g. training outcomes, percentage of workforce training on new technologies);
— above indicators reviewed by demographics to ensure fairness and equity.
Worker indicators should include:
— workforce displacement and redundancies;
— reskill and upskill rates;
— technology integration and usage rate (e.g. percentage of workers using new technology after a given
period, frequency of interaction with tool, feature utilization);
— confidence scores for using technology;
— error reduction;
— satisfaction with technology.
6 Enablers of technology integration
6.1 Leadership
Organizations that integrate technology effectively apply the ethical principles.
Leaders should play a central role in:
— establishing a vision for alignment between the design of the organization and technology solutions;
— upholding the ethical principles for technology integration;
— demonstrating commitment to ethical practices by actively guiding, supporting and role-modelling ethical
behaviours;
— fostering open communication.
Leaders are responsible for establishing policies, strategy and plans for processes, such as recruitment,
learning and development, performance management and worker involvement that contribute to an inclusive
culture.
Examples of policies, strategies, plans and processes that reflect ethical principles include:
— policies that require monitoring and surveillance of workers to be proportionate to the organization’s
needs, and to avoid excessive workplace surveillance;
— processes to facilitate the involvement of workers and their representatives (where they exist);
— continual learning and improvement processes;
— policies for upskilling and reskilling workers;
— policies for redeployment of displaced workers;
— processes for workers to report the impact of technology;
— processes for ensuring transparency and confidentiality in worker data collection and use;
— policies and processes for workforce management;
— policies and processes for health and safety.
Leaders who exemplify ethical commitment, foster worker involvement and open communication, and value
workers and learning have the key skills to support the ethical integration of technology.
In organizations that operate in VUCA environments, leaders also need to drive a culture of agility, innovation
and learning where strategic choices are continually reviewed and updated.
6.2 Organizational culture
6.2.1 General
Organizational culture is the values, beliefs and practices that influence the conduct and behaviour of people
and organizations. It is driven by leadership values and behaviour and by shared expectations of workers’
behaviour. A healthy organizational culture is characterized by ethical values, trust, transparency, credibility,
accountability, truthfulness, collaboration, and accuracy.
Organizational culture can be enhanced through many processes including talent acquisition, talent
management and communication style. Fundamental to technology integration is fostering a learning culture
and partnership between workers and managers.
6.2.16.2.2 Learning culture
Learning is a key element of technology integration. The organization’s values, beliefs and practices that relate
to learning are, therefore, key elements of an organizational culture that supports technology integration.
In a learning culture, the behaviours of sharing and developing knowledge are valued and encouraged. Leaders
who successfully cultivate a learning culture lead by example, create opportunities for collaboration and
reward knowledge-sharing behaviour.
Characteristics of a learning culture include:
— investment in training and competence management;
— knowledge management processes;
— psychological safety (see NOTE in 5.3.25.2.1););
— training is implemented alongside the development of the technological implementation;
— collaboration;
— diversity;
— learning from experience (successes and failures);
— continual improvement;
In technology integration, the benefits of a learning culture include:
— inclusive and more effective decision-making during the technology integration process;
— early identification and correction of errors;
— agility and the ability to respond quickly to change;
— user feedback on the impact of technology on workers;
— the foundation needed for innovation;
— improved organizational performance through workers’ upskilling.
A learning culture is essential if a nonlinear approach to technology integration is chosen. (See 7.4see 7.4).).
NOTE For further information see ISO 30422; ISO 30401 and the ISO 56000 series.
6.2.26.2.3 Culture of partnership between workers and management
Fundamental to technology integration is involvement of workers (and their representatives, including trade
unions when they exist) in decision making for technology integration at all points in the decision-making
process. When workers and managers are in partnership, they are working towards shared objectives, making
it easier to equip workers with the necessary skills and integrate and use new technology. This collaborative
environment enables trust and fosters open communication, as managers and workers encourage and support
each other as tools and systems are introduced. This kind of partnership creates a positive environment where
technology can be integrated more effectively. Subclause 4.4, Figure 2, provides a process for fostering a
partnership between workers and their representatives (where they exist) and management.
6.3 Workforce readiness
6.3.1 General
Understanding the readiness of the workforce enables the organization to plan and prioritize actions that
support technology solutions. The beliefs, values, norms, capabilities and practices determine the collective
readiness of the workforce for effectively and efficiently integrating new technologies. For more information
on assessing the workforce readiness see Annex B.
6.3.16.3.2 Supporting behavioural and mindset transition of workers
Technology integration can reshape personal and professional identities, when workers move from task-
based roles (e.g. data entry) to judgement-based roles (e.g. data interpretation). To support this transition,
organizations can provide structured interventions, such as mindset coaching, peer reflection, behavioural
skills development and change management facilitation.
Internal or external coaches can help teams navigate ambiguity, shift ingrained ways of working and build
psychological safety, while facilitated team-building exercises, conflict resolution support and storytelling
reinforce the culture.
Recognizing and rewarding workers for demonstrating new behaviours, contributing to the cross-functional
work, and supporting cultural change increases transition success. Incentives can be financial, reputational or
developmental, and recognition systems should be included as incentives.
So
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