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Third of UK firms deploy ‘bossware’ to track staff activity, survey reveals

Collyer Bristow Senior Associate, Sinead Kelly, shares her expert legal perspective with People Management on the rise of ‘bossware’ and the legal implications of employee surveillance in hybrid workplaces.

2 minute read

Published 7 October 2025

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As hybrid work becomes the norm, a growing number of employers are deploying ‘bossware’ – software that tracks keystrokes, logins, browser history, email content or even screen activity.

A third of UK organisations are now using the technology to monitor staff, according to research of more than 900 managers by the Chartered Management Institute.

More than one in three (36 per cent) used it to monitor onsite workers, 32 per cent tracked hybrid teams and 30 per cent monitored remote staff. They mainly tracked staff logging in and logging off (39 per cent), browser history (36 per cent), emails (35 per cent) and screen activity (14 per cent).

The rise of bossware has accelerated with the shift to hybrid and remote working post pandemic, with traditional in-person supervision methods becoming less practical, according to Sinead Kelly, senior associate at Collyer Bristow.

“Viral social media trends such as ‘quiet quitting’, ‘acting your wage’ and ‘bare minimum Monday’ are likely to have encouraged the perceived need for such tools,” she said.

The findings follow moves by major organisations such as HSBC, which has announced plans to expand both online and in-house monitoring of staff.

Managers split on benefits of monitoring

However, support for the practice among managers appears divided: just over half (53 per cent) approved of online activity tracking on company devices, while 42 per cent opposed it.

For those supporting the use of surveillance technology, the rationale is clear. More than half (56 per cent) felt monitoring prevents system misuse, 55 per cent saw it as a means to protect sensitive data and 42 per cent highlighted compliance benefits.

A smaller share also argued that it supports fairness (28 per cent) and helps manage performance (27 per cent).

“Some bosses like it because it helps spot workload jams and whether projects are on track. It’s also good for security checks and compliance audits, while giving managers data to guide training or performance,” said Chris Horton, director of LACE Partners.

Risks to trust and workplace culture

Yet, despite its benefits, the survey found many feared the risks to workplace culture were greater. Among managers opposed to surveillance, 79 per cent said it undermines trust, 70 per cent warned it creates a sense of being watched and 58 per cent linked it to lower morale.

Surveillance may solve short-term visibility concerns but damages longer-term engagement, said David Ashmore, employment partner at Reed Smith.

“Any form of surveillance and monitoring can signal a lack of trust in employees and a lack of empowerment, as well as eroding morale,” he explained.

HR coach and consultant Gemma Bullivant agreed, saying the term ‘bossware’ pointed to an outdated style of leadership that prioritises control over trust.

“Surveillance may promise short-term oversight, but it can lead to long-term damage if it chips away at the very culture and trust that enables performance,” she added.

What HR should do

As a result, HR must help foster an environment where employees feel trusted and respected, which Petra Wilton, CMI’s director of policy and external affairs, said was essential for maximising productivity.

“If online monitoring is used, organisations should be transparent and openly communicate what is being tracked and the reasons behind it,” she added.

Employers also needed to consider the legal aspect, warned Horton. “For this, conducting a data protection impact assessment is essential, as is complying with UK GDPR and updating privacy notices or contracts,” he said.

Horton added that the use of bossware needed to be monitored itself. “If it harms engagement or satisfaction, it should be scaled back or removed,” he advised.

Ahead of introducing any new technology, consulting employees was essential to building trust, said Hayfa Mohdzaini, senior policy and practice adviser for technology at the CIPD.

“Where monitoring is needed, employers should have clear policies in place and communicate with employees so they know how they will be monitored and, crucially, why it’s necessary,” Mohdzaini added.

Please note: This article was originally published on 17 September 2025 by People Management Magazine. You can read the original article here.

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Shorter Reads

Third of UK firms deploy ‘bossware’ to track staff activity, survey reveals

Collyer Bristow Senior Associate, Sinead Kelly, shares her expert legal perspective with People Management on the rise of ‘bossware’ and the legal implications of employee surveillance in hybrid workplaces.

Published 7 October 2025

Associated sectors / services

  • Employment law for employees
  • Employment law for employers

Authors

As hybrid work becomes the norm, a growing number of employers are deploying ‘bossware’ – software that tracks keystrokes, logins, browser history, email content or even screen activity.

A third of UK organisations are now using the technology to monitor staff, according to research of more than 900 managers by the Chartered Management Institute.

More than one in three (36 per cent) used it to monitor onsite workers, 32 per cent tracked hybrid teams and 30 per cent monitored remote staff. They mainly tracked staff logging in and logging off (39 per cent), browser history (36 per cent), emails (35 per cent) and screen activity (14 per cent).

The rise of bossware has accelerated with the shift to hybrid and remote working post pandemic, with traditional in-person supervision methods becoming less practical, according to Sinead Kelly, senior associate at Collyer Bristow.

“Viral social media trends such as ‘quiet quitting’, ‘acting your wage’ and ‘bare minimum Monday’ are likely to have encouraged the perceived need for such tools,” she said.

The findings follow moves by major organisations such as HSBC, which has announced plans to expand both online and in-house monitoring of staff.

Managers split on benefits of monitoring

However, support for the practice among managers appears divided: just over half (53 per cent) approved of online activity tracking on company devices, while 42 per cent opposed it.

For those supporting the use of surveillance technology, the rationale is clear. More than half (56 per cent) felt monitoring prevents system misuse, 55 per cent saw it as a means to protect sensitive data and 42 per cent highlighted compliance benefits.

A smaller share also argued that it supports fairness (28 per cent) and helps manage performance (27 per cent).

“Some bosses like it because it helps spot workload jams and whether projects are on track. It’s also good for security checks and compliance audits, while giving managers data to guide training or performance,” said Chris Horton, director of LACE Partners.

Risks to trust and workplace culture

Yet, despite its benefits, the survey found many feared the risks to workplace culture were greater. Among managers opposed to surveillance, 79 per cent said it undermines trust, 70 per cent warned it creates a sense of being watched and 58 per cent linked it to lower morale.

Surveillance may solve short-term visibility concerns but damages longer-term engagement, said David Ashmore, employment partner at Reed Smith.

“Any form of surveillance and monitoring can signal a lack of trust in employees and a lack of empowerment, as well as eroding morale,” he explained.

HR coach and consultant Gemma Bullivant agreed, saying the term ‘bossware’ pointed to an outdated style of leadership that prioritises control over trust.

“Surveillance may promise short-term oversight, but it can lead to long-term damage if it chips away at the very culture and trust that enables performance,” she added.

What HR should do

As a result, HR must help foster an environment where employees feel trusted and respected, which Petra Wilton, CMI’s director of policy and external affairs, said was essential for maximising productivity.

“If online monitoring is used, organisations should be transparent and openly communicate what is being tracked and the reasons behind it,” she added.

Employers also needed to consider the legal aspect, warned Horton. “For this, conducting a data protection impact assessment is essential, as is complying with UK GDPR and updating privacy notices or contracts,” he said.

Horton added that the use of bossware needed to be monitored itself. “If it harms engagement or satisfaction, it should be scaled back or removed,” he advised.

Ahead of introducing any new technology, consulting employees was essential to building trust, said Hayfa Mohdzaini, senior policy and practice adviser for technology at the CIPD.

“Where monitoring is needed, employers should have clear policies in place and communicate with employees so they know how they will be monitored and, crucially, why it’s necessary,” Mohdzaini added.

Please note: This article was originally published on 17 September 2025 by People Management Magazine. You can read the original article here.

Associated sectors / services

  • Employment law for employees
  • Employment law for employers

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