Top 5 most impactful interventions amongst: Full employee sample 121 “detractors” # 1 Give employees more information about the data smart Conduct tests to ensure decisions and recommendations technology uses generated by smart technology are equitable # 2 Give employees more information about how the smart Provide employees with more information about the technology works bene昀椀ts of using new technologies # 3 Conduct tests to ensure decisions and recommendations Provide employee with more information about how the new generated by smart technology are equitable technology works # 4 Allow employees the ability to access any data collected by smart Establish an organizational fairness o昀케cer or ethics board technology upon request to be responsible for implementation # 5 Allow employees to opt out of any systems collecting data about Provide the option to “human override” decisions made by smart they employee that they are not comfortable with technology Figure 8: Research best practice #1: Provide employees with more information and assurances of equity  ⸀ 4. Be thoughtful about noti昀椀cations, nudges, and reminders 5. Drive an innovative and supportive culture As intelligent technology becomes a bigger part of employee’s working Successful implementation of intelligent technology requires more than life, so too do the nudges and noti昀椀cations these technologies generate. a focus on the technology itself. There are also important cultural drivers While 81% of surveyed employees said they rely on noti昀椀cations and that can “make or break” the success of intelligent technology as far as nudges at work to complete tasks and 67% feel “positive” or “very employees willingness to accept and adopt. Indeed, our research found positively” about receiving noti昀椀cations, nudges and reminders at that employees who were more likely to be “promoters” of intelligent work, employees also expressed some concerns. Employees’ top-rated technology overall tended to be those who 1) worked for organizations concerns related to noti昀椀cations, nudges, and reminders were: with stronger innovation cultures (for example, work environments that nurture creativity and innovation), 2) perceived having more 1. Receiving too many noti昀椀cations and nudges that are irrelevant organizational support, and 3) had stronger trust in technology, generally. 2. Not receiving noti昀椀cations and nudges that are relevant By working to drive an innovative and supportive culture, and provide 3. Receiving noti昀椀cations and nudges at inconvenient times the resources and training necessary to generate a high level of trust in technology, we can facilitate an environment where employees are more When asked about how their experience with nudges, noti昀椀cations, likely to accept intelligent technology. and reminders could be improved, employees said the following interventions would be most impactful: 1. Allow users to set custom nudges, noti昀椀cations, and reminders 2. Allow users to choose the type of noti昀椀cations, nudges, or reminders they receive 3. Allow users to choose when they do and do not receive nudges, noti昀椀cations, and reminders