The Growing Use of Employee Surveillance and Its Ethical Concerns
The rise of remote work, particularly during the COVID-19 pandemic, has led to an increased use of employee monitoring technologies by employers eager to track productivity. One shocking example involved the firing of Suzie Cheikho, a former consultant at Insurance Australia Group (IAG), who was let go after her employer used keystroke technology to monitor her work activity. The surveillance revealed she was not meeting deadlines and had low keystroke activity, a factor IAG used to justify her dismissal. However, Cheikho contested the findings, arguing that they were inaccurate. The Fair Work Commission sided with IAG, affirming the dismissal for “valid misconduct.”
This case highlights a larger, growing trend where more employers are adopting intrusive digital monitoring tools, sometimes without fully informing employees about the extent of their surveillance. Experts, including Professor Uri Gal of the University of Sydney, warn that this rise in employee monitoring could have unintended consequences, both ethically and practically, for both workers and companies.
The Widespread Use of Monitoring Technologies
Professor Gal notes that more than 50% of organizations worldwide now use some form of employee monitoring software. This trend accelerated during the pandemic as more employees began working remotely, making it harder for managers to keep track of performance. With a spike in managerial anxiety, companies began using more aggressive surveillance tools to ensure workers were meeting expectations.
These tools come in many forms, from simple keystroke tracking to more invasive systems that monitor every website visited, application used, and even take screenshots. Some of the most extreme versions operate as silent agents that track every action taken on an employee’s device. While this surveillance can help monitor productivity, it also raises serious ethical concerns about privacy and transparency.
Lack of Awareness Among Employees
What’s particularly concerning is that many employees may not even realize the extent of the surveillance being conducted on their work devices. “Many employees don’t know what’s installed on their machines,” says Gal. This lack of awareness compounds the ethical issue. While it’s generally accepted that employees may be monitored to some degree, not informing them about the specifics of the monitoring feels like a breach of trust. Gal emphasizes that transparency is crucial when it comes to monitoring—workers should always be aware of how they are being observed.
Surveillance, when undisclosed, treats employees as if they’re always under suspicion, which erodes the trust needed for a productive and healthy work environment. The assumption that employees are “always being watched” can also make them feel like their privacy is being violated, leading to stress and dissatisfaction.
The Ethical and Legal Implications of AI in Monitoring
As AI-driven tools are increasingly integrated into workforce management systems, concerns about fairness and transparency are mounting. Fiona Macdonald, from the Centre for Future Work at the Australia Institute, raises significant concerns about the use of AI in tracking, assessing, hiring, and firing workers. She points out that AI’s involvement in these processes can lead to biased decision-making and potentially unjust outcomes.
The problem becomes even more complicated when these systems are used to determine whether an employee should be penalized or even fired based on the data they generate. When AI is used to assess employee performance, it could amplify existing biases present in the training data, leading to discriminatory outcomes that disproportionately affect certain groups of employees.
Moreover, Macdonald emphasizes that workers often lack legal protections regarding the surveillance and AI systems used by their employers. “Workers don’t have a lot of rights around on-the-job surveillance,” she says. While employers may have the managerial prerogative to monitor workers’ actions, they should balance their right to monitor with respect for employee privacy and dignity.
The Need for a Balanced Approach
Despite the growing trend of surveillance, some experts argue that the old in-person management techniques, like micromanagement, simply do not work in a remote environment. Dr. Daniel Schlagwein, an expert in remote work, argues that traditional “looking over the shoulder” management styles don’t translate well to digital environments. He advocates for a shift toward more modern management techniques that focus on outcomes and project-based work, rather than micromanaging employees through surveillance.
The future of work, especially in a remote setting, requires a more thoughtful approach to managing and measuring productivity. Instead of relying on invasive monitoring tools, companies should consider moving toward outcome-based evaluations where employees are judged by the quality and results of their work rather than the time spent on the job.
Conclusion: Rethinking Employee Surveillance in the Digital Age
The rise of employee surveillance technologies and the increasing use of AI in managing employees are reshaping the modern workplace. While these tools can help employers track performance, they also come with significant ethical and legal challenges. Transparency, consent, and privacy are fundamental to maintaining trust between employers and employees.
As companies continue to adapt to the remote and hybrid work environments, they must reconsider the role of surveillance. Rather than focusing on controlling employees’ every move, organizations should prioritize trust, autonomy, and fairness. By implementing a more balanced approach that values employee well-being and work-life balance, companies can build a culture that fosters loyalty, productivity, and mutual respect.
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