In the opinion of technoethics advocates, there is a fine line between digitizing humanity and humanizing technology. Technoethics is a combination of the terms “technology” and “ethics.”
HR is “aptly poised to initiate and lead this dialogue,” human capital management expert Sylvia Vorhauser-Smith stated on Forbes, although the exact location of that line is a subject of debate.
Given the absence of a code of ethics in the technology sector, is it possible that rapid innovation could jeopardize the job security and privacy of individuals?
Human Resources and the Emergence of “Technoethics”
A lack of an ethics code in a post-Cambridge Analytica world can result in the misuse of technology at the expense of individuals and the community.
However, there is no such code of ethics in the technology sector. But it is time for us to take action,” stated Idka, a social networking platform. “The Facebook and Cambridge Analytica scandal that occurred last month underscored the grave consequences of a lack of ethics on societies, including the potential for democracies to be put at risk.”
In order to ensure that organizations and employees adhere to the guidelines, HR should be consulted when inquiries regarding workplace technology arise, according to specialists.
Companies’ human resources departments execute strategic functions. They improve the efficacy and productivity of the workforce, establish workplace standards, and ensure the welfare of workers.
“HR is instrumental in ensuring that the organization operates ethically,” stated Mike Haberman of Workology.
“HR can ensure that the appropriate consideration is given to the people-versus-technology decisions that management teams will make by fulfilling the role of technoethicists,” he stated.
Technoethics, like the classical definition of ethics, addresses intangible concepts — such as what is beneficial or detrimental — in the context of tangible processes, such as the manner in which individuals navigate the world, their professions, and their daily lives.
The application of moral, legal, and social codes to the use of technology in this instance addresses a variety of issues, including data collection, workplace automation, and robotic implants.
HR must maintain a position of vigilance
The increasing complexity of the data being collected about people and the techniques used to accomplish this end is proven by Big Data, the Internet of Things, and artificial intelligence.
The concerns of how far this can be taken and who ultimately controls data flow are addressed by technoethicists.
“When your smart devices (phones, tablets, wearables, chips, patches, implants) are recording and reporting a continuous stream of data about your whereabouts, your health, your mood, your interactions and your daily habits – to your manager, HR and the organization – will you flinch?” Asked Vorhauser-Smith.
It is becoming increasingly necessary for HR professionals to develop the ability to utilize technology to prevent exploitation in the digital workplace.
HR analyst Josh Bersin of Bersin by Deloitte has advised practitioners to remain informed about the latest developments, including trends in analytics and software and system enhancements.
According to Bersin in the industry guide The Rise of HR, “We in HR must be vigilant of new technology and constantly research and study how it impacts the workplace and all our management practice.”