If you think employees resist new technology because they’re scared of change, think again.
According to the new Yooz 2025 Workplace Tech Resistance Report, workers across industries are willing to embrace innovation—when it’s done right. The real problem isn’t fear of technology. It’s poor rollout, minimal training, and tools that overpromise and underdeliver.
The survey, which polled 500 full-time U.S. employees across industries, offers a reality check: about 1 in 7 workers have flat-out refused to use a new workplace technology at some point. Nearly 40% have been reluctant to adopt a tool even if they eventually came around. And it’s not because they don’t value innovation. It’s because, too often, the technology doesn’t make their lives easier—it makes it harder.
Why New Tech Misses the Mark
Generational differences are part of the story, but not the whole story. As you might expect, younger workers are more excited about tech rollouts. More than half of Millennials (55%) say they’re eager to try new tools, compared to just 22% of Baby Boomers. Gen Z workers are especially fearless; virtually none reported feeling annoyed when faced with new tech.
But enthusiasm doesn’t mean blind loyalty. In fact, about 1 in 4 Gen Z employees admitted they had refused to use a workplace technology that didn’t meet their standards—double the rate of Baby Boomers. Across all age groups, workers are clear: if the tool doesn’t work for them, they’ll find ways around it.
Employees also aren’t expecting a revolution. Only 29% think technology will dramatically change their work in the next five years. Most foresee incremental improvements—yet more than half (51%) said new tech implementations usually create internal chaos instead of streamlining operations.
That kind of disappointment breeds skepticism. And nowhere is the gap bigger than with artificial intelligence. While 35% of Gen Z workers say they “love” AI-based tools, only 13% of Boomers feel the same. Overall, employees find AI “helpful but unreliable,” with about 40% citing concerns about dependability.
It’s Not About Resistance—It’s About Execution
Where businesses often go wrong is in how they introduce new technology. Over half of employees surveyed said their companies provide only basic training on new systems, and 20% said they receive little or no training at all.
When a new platform is rolled out with the attitude of “figure it out yourself,” it’s no surprise that workers feel overwhelmed. In fact, nearly 48% of employees said more thorough training would make them more willing to adopt new tools. The report was clear: proper onboarding and education were named the number-one factor influencing whether a tool succeeds.
Ease of use is another deal-breaker. Nearly four in ten workers believe workplace software should be as intuitive as a smartphone app. Gen Z workers, in particular, won’t tolerate clunky interfaces. One-third said that ease of use was the most important factor in deciding whether they’d adopt a tool.
Older employees, meanwhile, are a little more patient—but they still expect proper support if the system is complicated. Across generations, the message is simple: if a new tool feels like a second job to learn, it’s going to fail.
Culture plays a role too. Employees want to feel included in the process. More than one-third said that having more input into selecting technology would make them more likely to embrace it. Many also said that leadership needs to lead by example; if executives visibly adopt new tools, employees are much more likely to follow suit.
Interestingly, resistance also varies by industry. Workers identified government, construction, and manufacturing as the sectors most resistant to technological change. In industries where compliance, regulation, or tradition dominate, getting buy-in for new systems can be an uphill battle.
How to Get It Right
The good news: employee resistance isn’t inevitable. According to the survey, companies that rethink how they roll out technology can dramatically improve adoption rates—and even turn skeptics into champions.
First, invest in comprehensive training. This isn’t optional. Employees who feel supported from the beginning are much more likely to integrate new tools into their daily workflows. Think hands-on workshops, personalized coaching, and easy-to-navigate help resources—not just a dry webinar and a FAQ sheet.
Second, pick technology that prioritizes user experience. If a platform is clunky or complicated, even the best training won’t save it. Workers today expect technology to work like the apps they use in their personal lives—fast, intuitive, and flexible.
Third, bring employees into the decision-making process earlier. Pilot programs, focus groups, and open feedback channels give employees a sense of ownership. If people feel their input matters, they’re more likely to champion the final solution.
Generational collaboration can also be a powerful tool. Many companies find success pairing tech-savvy younger employees with more experienced colleagues who might be slower to adopt. These “reverse mentorship” programs help both groups bridge gaps in understanding and build mutual respect.
Finally, leadership must walk the talk. About 28% of employees said they would be more enthusiastic about new tools if company leaders more visibly embraced change. Executive teams should model the behavior they want to see—using the new technology openly, sharing positive experiences, and making tech adoption part of company culture, not just a checklist item.
As Laurent Charpentier, CEO of Yooz, put it in the report, “Successful technology adoption isn’t just about rolling out new tools; it’s about ensuring employees feel equipped and empowered to use them. Companies that invest in training and intuitive design don’t just implement technology — they create an environment where innovation thrives.”
Final Thoughts
At its heart, the 2025 Workplace Tech Resistance Report makes a clear argument: employees aren’t resisting change—they’re resisting chaos.
Workers are open to innovation. They want tools that make their lives easier, not harder. When companies cut corners on training, pick complicated platforms, or treat employee input as an afterthought, they create the very resistance they fear.
But when organizations take a smarter, more thoughtful approach—combining better education, better design, and better leadership—adoption becomes not just easier, but inevitable. The future of work won’t be defined by the speed of innovation alone. It’ll be defined by the quality of how businesses bring their people along for the ride.
