Technology is advancing quickly, and most employers are working hard to keep up. New tools often help streamline work, simplify daily tasks, and improve the employee experience. In many cases, they do. But when technology is introduced faster than policies, training, and oversight can keep pace, challenges can often follow.
As work models change and digital transformation speeds up, the gap between technology and governance becomes more noticeable. This isn’t about slowing innovation; it’s about making sure new tools are set up to provide real value.
A new era of work is testing old structures.
The way people work has changed, and expectations have changed with it. Engagement levels are shifting. According to our recent 2026 Employee Health and Benefits Trends Report, Gen Z has different career priorities, and hybrid work has become the norm. At the same time, HR technology and AI tools are advancing quickly, changing how decisions are made, workflows operate, and data is used.
While these tools aim to make work easier, many employers find integration takes longer and feels more complex than expected. HR leaders often say their technology doesn’t fully meet their needs or that it’s difficult to clearly measure return on investment. Employees notice this, too. Even with significant investments in systems and self-service tools, roadblocks remain. When that happens, chances to improve efficiency and daily work may be missed.
Moving too fast without a plan can create risk.
Technology alone doesn’t move the needle. How it’s introduced, supported, and governed matters just as much. When tools are launched without clear guidelines, managers and employees often have to figure things out on their own. That can lead to inconsistent use, unreliable data, and confusion about expectations.
In areas like health and benefits, the stakes can be higher. Sensitive information, compliance requirements, and employee trust come into play. AI adds another layer of complexity. Many organizations are eager to explore their potential, but adoption can sometimes outpace readiness. Without the right oversight, training, and accountability, even well-intentioned use may introduce new challenges.
Agentic AI brings new possibilities and new responsibilities.
Agentic AI marks the next phase of workplace technology. Unlike tools that simply assist with tasks, these systems can manage workflows, adapt to change, and coordinate across platforms. Interest is growing quickly. Our report notes that about a third of organizations are already using or planning to use agentic AI.
With this capability comes responsibility. These systems rely on quality data, clear objectives, and ongoing oversight. When those elements aren’t in place, insights may miss the mark, or actions may not align with business or workforce needs. A thoughtful approach can help organizations explore innovation while staying grounded in practical realities.
Governance and education matter more than ever.
Organizations that handle this well focus on structure as much as technology. Many are forming cross-functional AI or technology councils that bring together HR, IT, risk, legal, and other stakeholders. This helps ensure tools are evaluated from multiple angles, including data quality, privacy, employee impact, and risk.
Education is often one of the most practical ways to reduce AI-related risk. Many issues don’t come from system failures, but from everyday employee decisions made without clear guidance. When AI literacy is included in onboarding and reinforced over time, employees may be better prepared to use tools responsibly, protect sensitive data, and validate outputs before acting on them.
As Mario Paez, Cyber Risk leader at Marsh McLennan Agency, notes, “Training isn’t a nice-to-have. It’s the cornerstone of AI risk management.”
A disconnect leaders should pay attention to.
One challenge we often see is a gap between leadership’s perception and employee experience. Executives may feel confident in their organization's technological readiness, while managers and employees face added complexity, unclear expectations, or inefficiencies.
This disconnect shows why communication, policy, and measurement matter as much as innovation. Without alignment across all levels of the organization, even strong tools might fall short of their potential.
Building readiness before rolling out new tech.
Organizations that use technology effectively don’t slow innovation. Instead, they support it with intention. Clear guidelines, cross-team oversight, and education before launching new technology can help reduce confusion, manage risk, and increase the chances that new tools deliver value.
If your team is exploring AI or advanced automation as part of that journey, MMA has developed resources and solutions to help you do so responsibly. This includes support from local teams, AI governance frameworks, and examples of how AI can enhance analytics, workflows, and decision-making without compromising transparency or trust.
For a quick look at MMA’s approach and the AI-enabled solutions and support available, visit AI in Insurance: Changing the Industry.
As workplace technology continues to evolve, success depends less on how quickly tools are introduced and more on how thoughtfully they’re integrated into the way people actually work.
Interested in learning more about the technology shaping the workforce and health trends? Download MMA’s 2026 Employee Health & Benefits Trends Report.
