New tech incoming: how do you get people to accept it?

You have new tech, and half your workforce hates it. That scenario is playing out in a great many companies today. According to a 2024 McKinsey & Company survey, around 90% of organisations are now actively undergoing some form of digital transformation. From cloud migration to AI deployment, companies of every size are embracing new technologies. But while the tech itself might promise speed, efficiency or innovation, the real challenge lies in managing the people who need to use it.

New technology might come in with a bang, but adoption often fizzles without proper change management. It’s not just about updating systems, but helping people move forward with confidence. 

Poor communication, fear of the unknown and low trust in leadership are frequent blockers. What’s more, the pace of change is exhausting. A 2024 Gartner survey found that 60% of workers felt they lacked the support to build the new skills being asked of them.

The World Economic Forum anticipates that 50% of the global workforce will need reskilling by 2030. Some organisations are already ahead of the curve. AT&T, for example, invested $1 billion in reskilling initiatives, reducing employee turnover from 24% to 15%—a compelling case for proactive investment in people. But where does everyone else stand?

Leadership under pressure

It’s not just employees who are under strain. A July 2024 Gartner survey revealed that 74% of HR professionals believe their line managers aren’t equipped to lead through change. That’s a red flag, given how pivotal managers are in interpreting and rolling out new tech on the ground. Without strong leadership, efforts to innovate can feel like pushing water uphill.

Managers are now expected to be more than task coordinators: they’re change leaders. Yet 69% of HR professionals say managers lack the skills for this role. As technology reshapes managerial responsibilities, many leaders face what Gartner calls the “manager’s dilemma”: leading teams through rapid, complex shifts without enough preparation themselves.

HR teams can help bridge the gap by taking proactive steps:

• Identify transformation “hot spots” early

• Partner with business leaders for upfront buy-in
  

• Engage key employees as change champions
  

• Support managers with coaching and just-in-time tools
  

AI can also lend a hand. Personalised nudging systems and real-time sentiment analysis tools help identify pain points and adjust communication strategies to better support employee needs.

Trust and technology must go hand in hand

When it comes to trust, technology—especially AI—adds a new layer of complexity. A 2024 Gartner report found that 62% of employees are wary of AI due to unclear data practices and ethical concerns. That wariness extends beyond current employees: Pew Research reports that two-thirds of job seekers would avoid roles where AI heavily influences hiring decisions.

The lesson? Transparency is non-negotiable. It’s not enough to say that AI will help; organisations need to clearly explain how and why it’s being used. The 2024 Edelman Trust Barometer shows that 68% of employees place more trust in companies that explain the benefits of new technology—yet more than half say they still feel left in the dark.

To earn trust, leaders should focus on:

• Communicating early and clearly about the purpose of the change
  

• Involving employees in decisions wherever possible
  

• Providing hands-on, timely training
  

• Starting with pilot programmes to build momentum
  

• Recognising progress and adapting based on feedback
  

HR as a driver of transformation

HR’s role in technology adoption has evolved. It’s no longer just about compliance or recruitment, but about leading cultural and operational shifts. HR leaders are increasingly using people analytics to shape implementation strategies and identify potential friction points before they derail progress. 

According to SHRM Research, 94% of business leaders believe people analytics elevates the HR profession, and 71% of HR executives who use it consider it essential to their HR strategy. Advances in technology have enabled organizations of all sizes to leverage data—rather than relying on intuition—to assess HR effectiveness, employee outcomes, and broader business metrics. This data-driven approach not only boosts efficiency but also frees HR professionals to focus more on innovation and strategic initiatives. 

Here is how HR can support change:

• Designing training programmes that build not just technical ability, but also resilience and adaptability
  

• Supporting leaders with communication strategies that build trust
  

• Helping identify early wins to celebrate and sustain momentum
  

As with any cultural shift, emotional intelligence is essential. Employees may fear that new systems will make their roles obsolete, or worry about being left behind. Leaders must be sensitive to these undercurrents. Open dialogue, psychological safety and a human-centred approach are critical to making change stick.

The modern leader must wear many hats: strategist, coach, communicator, and digital ambassador. Navigating digital transformation requires more than a grasp of the tools—it demands a deep understanding of people.

Several leadership styles are particularly effective in this context:

• Transformational leaders set a compelling vision that inspires change
  

• Digital leaders champion tech fluency and innovation
  

• Coaching leaders focus on developing talent and resilience
  

• Inclusive leaders bring diverse perspectives into the decision-making process
  

• Resilient leaders maintain stability during uncertainty and help teams do the same

How can we facilitate change?

Here are five effective strategies for managing change when new technology is introduced to the workplace:

1. Communicate early, clearly, and consistently

Start by explaining the why behind the technology—what problems it solves, how it aligns with business goals, and how it benefits employees. Communication should be transparent, ongoing, and two-way, allowing space for questions, concerns, and feedback throughout the rollout.

2. Involve employees in the process

Engage employees as partners, not just recipients of change. This might mean piloting the technology with a small group, co-designing workflows, or inviting input before major decisions. McKinsey found that employee involvement makes digital transformation 2.5x more likely to succeed.

3. Provide comprehensive and tailored training

Equip people with the right skills—not only technical know-how, but also soft skills like adaptability and collaboration. Offer diverse learning formats (e.g., hands-on sessions, digital modules, coaching) and provide continued support after launch to reinforce learning.

4. Support leaders and middle managers

Leaders set the tone. Invest in change leadership training for managers, who are often caught in the middle. They need to champion the technology, support their teams emotionally and practically, and handle resistance with empathy.

5. Phase the rollout and celebrate wins

A phased or pilot-based approach helps uncover and resolve issues early. As milestones are reached, acknowledge successes and share progress widely. Celebrating wins builds momentum, boosts morale, and reinforces positive behaviours around the change.