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HR executives have a tendency to tackle the large, strategic issues within the organization, such as competitive pay, job flexibility, transparency and leadership development, all of which are vital issues. But it is also important for HR to be aware of hidden sources of employee dissatisfaction, which may be more difficult to measure.
Although technological advancements, including artificial intelligence, have been a game-changer for automation in the corporate world, they can also be a source of friction that is hard to measure but consequential when implemented incorrectly. When this friction is left unchecked, it can compound and result in detrimental, enterprise-wide consequences. For effective large-scale HR strategies to work, CHROs need to be cognizant of these areas of friction and work to eliminate them through communication and partnership.
In some ways, friction bears similarities to micro-aggressions: They may be undetectable to an unaffected outside observer, but result in the fracturing of loyalty, satisfaction and productivity. They both emerge when seemingly small frustrations result in harm to people. When friction is extended over time, or applied to scaled-up organizations, it results in “compounding friction,” causing exponentially larger problems.
However, whereas micro-aggressions frequently occur in human interactions, compounding friction can result from
