One in four European companies uses algorithms that affect their workers

The use of algorithms in the world of work is an increasingly common reality. The second vice president and Minister of Labor, Yolanda Díaz, announced on Thursday that the Labor Inspection has started a surveillance campaign against large technology companies to supervise the control that these companies carry out on workers through algorithms. Díaz expressly cited companies like Amazon or Uber, which he accused of operating under 19th century conditions, despite being very modern 21st century companies.

The truth is that, according to a recent report commissioned by the European Commission, one in four companies in the EU already use algorithms for management tasks. These are issues such as deciding which workers to hire, how work is organized or tasks are carried out, monitoring workers, evaluating their performance and even, in less frequent cases, the dismissals and rewards they receive.

He The most frequent use of algorithms at work is to monitor and evaluate the performance of workers. A functionality that has grown drastically in recent years, in the heat of the pandemic and the generalization of teleworking. Tools like keyloggers (applications that record keyboard use to verify that the employee is working) or email filters are examples of this type of algorithms.

The so-called “management algorithms”, the study continues, are more common in large private companies who have more resources to have these tools. At a sector level, large technology, financial or transportation companies are the companies where the use of algorithms is most frequent.

The study indicates that the automation of tasks that these instruments allow can improve speed, efficiency and worker productivity. They can also be useful in preventing occupational risks, for example by warning employees about dangers or threats.

However, the report’s authors warn that Harsh supervision and control through this system can reduce the autonomy of workers and end up forcing them to behave like “machines” to “satisfy the algorithm.” They maintain that this could lead to work disorders such as fatigue, burnout (be burned out) or “become unskilled.” It could also “dehumanize” workplace relationships, reducing communication between workers and their bosses and eroding trust or relationships.

The debate on the use of the data that is collected

In the same way, the generalization of algorithms opens the debate on the use given to the data generated about workers. This information could be used to make faster decisions or identify hidden talents. However, at the same time, hypervigilance could harm workers, for example, by identifying weaknesses that they point out to the detriment of other colleagues.

Algorithms too can affect collective bargaining, for example, to discredit unfair dismissals or denounce lack of rest. However, the enormous information collected thanks to algorithms can also be used by companies to curb union activity. For example, predicting which workers are more likely to join works councils or exercise their rights.

The study warns that The use of algorithms in the world of work is growing exponentiallydriven by the generalization of new technologies. The report estimates that the implementation of management algorithms in companies will grow at a rate of between 3 and 6% annually in the next 10 years.