We need to change the narrative around technology adoption. In a world transformed during the last five years, workplace leave and accommodation professionals must embrace change; actively invite it to thrive. What if we focused on how technology can empower people by streamlining processes and enhancing their work rather than viewing it as a threat?
While administrative tasks are often cited as pain points in human resources circles, any discussion about automation can trigger concerns about job security. How can we shift this mindset and accelerate the adoption of technology as a supportive tool?
Time is of the essence here as machine learning models, including artificial intelligence, are evolving fast. So how do we get out in front of its trajectory?
DMEC laid the groundwork for more educated, strategic decisions about technology this year with the DMEC AI Think Tank sponsored by PERKY. The Defining Ethical and Effective Workforce Integration white paper1 includes guidance, market research, practical resources, and case studies from three employers. For example, one employer identified $2.3 million in controllable absence costs through its strategic use of machine-based learning models.
Thinking Strategically
Our work focused on the importance of human-led and directed technology. And the white paper, which includes definitions as well as case studies, a request-for-proposal form, and other tools, will serve as a resource for employers at every stage of technology adoption.
These types of customized resources are essential as we move into a different realm in which machines will play a larger role in daily operations. And that will prompt employers to consider role changes. This can be a strategic asset for those who embrace lifelong learning and seek ways to differentiate themselves. I am seeing more about employers integrating learning into daily operations or the blended concept of work and development, as one author recently noted.”2
The combination of work and professional development refers to organizations that use technology to assess daily responsibilities and use findings as learning opportunities. Consider recorded customer service conversations that begin with this type of disclaimer: “This conversation may be recorded for learning purposes.”
Integrated opportunities for learning — whether they come in the form of evaluating calls and helping customer service reps reassess their approaches — or analyzing leave data to identify workplace risks (mental as well as physical) can be a valuable asset. It is one reason we continue to see an influx of software providers in the workforce absence and leave management space. It is exciting to see this influx of newcomers and we expect it to continue.
In fact, research3 shows that a quarter of human resources (HR) teams plan to reassess technology in 2026, which is one reason DMEC will continue monitoring this trend — to help employers ensure more human-centric and supportive work environments that lead to better compliance and more engaged employees.
And while we are hearing more about technology-first types of approaches (including virtual first health plans and AI-first approaches), people should always lead development, rollout, and implementation of technology within workplace leave and accommodation programs to avoid or reduce legal liability. In addition to being an inherently sensitive and personal realm, employee experiences with the leave and accommodations process can influence their productivity and tenure.
Perspectives Matter
We have been working with technology disruptors, who participated in dynamic conversations about challenges to and benefits of technology adoption during the 2025 DMEC Annual Conference. We continued the conversation with a panel of experts during the DMEC Virtual Annual Conference on Oct. 1.
“Leave management is ripe for disruption,” said Isabel Izquierdo, vice president, ADP Ventures, during the Next Gen Leave: What True Technology Disruption Could Look Like session. Without it, she explained, “You just have to have an army of people to stay compliant.”
And most companies do not have leave management armies. That is one reason Matt Ceurvels, head of absence, product and digital offerings, Group Benefits for Guardian, described technology as an equalizer for smaller employers during the interactive panel discussion.
As we move into a different realm where machines will play a larger role in daily operations, we should anticipate role changes. This can be a strategic asset for those who embrace lifelong learning and seek ways to differentiate themselves.
And while more employers are considering technology investments, it is important to remember that a majority of employers still use spreadsheets to track and monitor workplace leave and absence management responsibilities.4
Yet with a growing number of local, state, and federal laws (and increasing expectations from employees for more supportive benefits), there is a prime opportunity to simplify the process. It is one of the reasons we had such a large presence of technology entrepreneurs attend the 2025 DMEC Annual Conference. These innovators recognize the value of hearing about operational challenges that could be solved with technology.
How can technology be used to connect employees, who are overstretched with personal and professional responsibilities, with the right resources? And how does that position employers as best-in-class in the benefits realm?
Technology options abound in the caregiving space, which is no surprise when you look at the financial data. Research shows that Americans spend an estimated $648 billion annually on care, according to FamTech.org, a membership organization for innovators, investors, and industry collaborators.5
Tapping into the right technological systems at the right times can help employers of all sizes in myriad ways. One of them is to optimize an increasingly limited resource — skilled humans in the workplace leave and absence management realm. Can technology support specialization and help professionals use data more effectively to improve employee experiences?
The goal, as Izquierdo noted during the virtual conference, is to move away from reactive intelligence; integrate and streamline data so the employee experience with leave management programs is seamless and easy.
For example, someone who is having a baby could access a leave management self-service model and discover what benefits they are entitled to and what steps they need to take to apply for and collect their benefits. It may also include a planning component.
In other words, the process should empower, not exhaust, employees who need accommodations, Ceurvels added.
One of DMEC’s north stars is harnessing technologies to create more employee-centric accommodation processes. That requires time for professionals to design unique solutions that help employees stay productive at work and feel supported throughout their leaves.
And while it can be unnerving to realize that AI enables machines to learn, it is empowering to remember that humans are also learning the ropes here. Take, for example, self-driving cars and the lessons learned since they were introduced.
We outline learning opportunities in the workplace leave and absence management space through three employer case studies published in the new DMEC AI Think Tank white paper. In addition to learning from these experiences, we must take those lessons and apply them to minimize inherent risks and ensure success.
The key is to remain open-minded when considering ways to leverage technology in leave management and harness its power and potential to support employees and organizations. DMEC will continue to convene and facilitate discussions and invite you to join the discussion.
References
- DMEC. Defining Ethical and Effective Workforce Integration white paper. Nov. 6, 2025. Retrieved from xxx
- McKinsey & Company. The Future of the CLO: Leading in a World of Merged Work and Learning. Oct. 1, 2025. Retrieved from https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-future-of-the-clo-leading-in-a-world-of-merged-work-and-learning
- HR Executive. HR Tech 2025 Buyer’s Guide: Avoid Chasing Features and Focus on Building Value. Sept. 11, 2025. Retrieved from https://hrexecutive.com/hr-tech-2025-buyers-guide-avoid-chasing-features-and-focus-on-building-value/
- 2023 DMEC Employer Leave Management Survey White Paper. May 31. 2024. Retrieved from https://dmec.org/resources/white-papers/2023-dmec-employer-leave-management-survey-white-paper/
- Famtech.org. Where Innovation Meets an Expansive Market Centered on Care. Retrieved from https://famtech.org/famtech-industry/
