The figures reveal a disturbing disconnection. While 92% of companies plan to stimulate their investment in AI over the next three years, only 21% of office employees report that AI considerably improves their productivity, according to Ivanti, which provides solutions to manage and secure IT systems.

According to Ivanti’s digital employee experience report, office employees have an average of 3.6 technological interruptions and 2.7 security update disturbances each month – apparently minor disadvantages that add up to considerable productivity losses and a drop in employee engagement.

The most alarming is perhaps the way organizations let employees fend for themselves with regard to new technologies. Almost half of office employees say they are left to learn to use these new tools. Among the companies that allow the use of AI, only 40% provided training, with an additional 24% to offer it.

The implications extend far beyond productivity measures. With 65% of workers reporting that the frustrations of work tools negatively affect their mood and morale, technological experience becomes a critical retention problem.

“Nearly 2 out of 3 office employees report that negative experiences with work tools and applications have an impact on their mood, which can trigger a domino effect in the entire organization,” explains Brooke Johnson, chief legal advisor and HR main vice-president and security at Ivanti. “It is not only a question of morale – untreated digital frustrations can directly lead to retention challenges.”

The data reveal the austere reality: according to Ivanti’s survey in 2024, near one in four computer science (23%) knows a colleague who has resigned due to professional exhaustion from persistent technological problems. While 67% of employees say that the choice of the system is important – 36% enjoy this freedom.

“The actual cost of technological disruption is not only downtime, it is the widened gap between investment and adoption,” explains Kian Katanforoosh, founder and CEO of the AI ​​Workera intelligence platform, citing his report on the state of skills. For each dollar that an organization spends for new technologies, they should expect to spend three on their people – but most employers return this scenario.

Johnson pleads for a strategic and mixed training model combining targeted workshops, on -demand learning resources and peer mentoring. “It is important not to assume the reference competence,” notes Johnson. “HR should ensure that all professionals receive tailor -made and continuous training to build a real mastery of AI.”

The tension between employee preferences for technological autonomy and computer security requirements requires structured solutions. Johnson underlines the governance council of the IA of Ivanti, an interfunctional team which assesses the tools of the AI ​​while encouraging the experiment and the responsible innovation.

While 73% of office employees think that AI will ultimately increase labor satisfaction, current disconnection highlights a critical communication challenge.

“HR teams should prioritize transparent communication on what AI can – and cannot – deliver to the workplace,” explains Johnson. Rather than focusing only on adoption rates, it recommends implementing measures that precisely reflect the real impact of AI, such as time saved in repetitive tasks or employee satisfaction with AI tools.

When carrying out the profitability analysis for experienced digital employees of investments to financial directors, Johnson emphasizes the translation of disturbances in tangible financial impact. “The digital friction at work triggers a chain reaction of problems through the organization-and many companies remain slow to act,” she notes.

Given potential losses, even modest improvements in digital friction could produce significant gains. By connecting dex investments to measurable results, HR managers can build convincing cases and focused on the figures.

The practical corrective requires skills treatment such as infrastructure: defining bask capabilities of the workforce, filling gaps with targeted learning and providing clear railings for responsible use of AI. “Companies that invest in people with the same urgency as they invest in technology not only will recover productivity, but will also create a workforce ready to prosper in the AI ​​era,” explains Katanforoosh.

HR key recommendations include partnership with IT on employee experience measures beyond the availability of the system, the implementation of DEX solutions for real-time workflow information and the overhaul of training programs to continuous learning approaches. Support for the automation of routine processes such as password resets can provide immediate victories – 40% of companies still have not automated this basic function.

Companies with fewer technological disruptions report greater employee satisfaction, reduces computer costs and improved the attraction of talents – all measures that have a direct impact on the strategic HR objectives.