Wearable technology is already common in many workplaces, even when companies haven’t introduced it themselves. Employees bring their own smartwatches, fitness trackers, and other devices to work. Rock Health’s 2025 Consumer Adoption Survey of 8,000 US adults found that 57% own at least one wearable or connected device.

But wearing a device every day doesn’t mean it will be useful for work. Employers need to know whether it can make a job safer, easier, or quicker. They also need to consider whether employees will feel comfortable wearing it all day.

Many companies try new technology without checking these things first. The devices may work well during a short test, but that doesn’t mean employees will want to use them every day.

Here are five things to consider before bringing wearable technology into the workplace.

Start With the Task, Not the Device

Start by looking at the problems employees face during their normal working day.

Maybe warehouse workers often pick the wrong items. A technician might waste time looking for repair instructions, or a site manager may struggle to hear important alerts. Some field workers also need to check information while keeping both hands free.

Wearable technology can help with problems like these.

The US Government Accountability Office gives several examples in its report on wearable technologies in the workplace. These include sensors that warn workers and medical teams about falls, heat, and humidity. Other devices can track body movements to help prevent injuries. Some companies also use AR glasses to help technicians with repairs or reduce mistakes when picking orders.

Each example deals with a specific problem at work.

Before choosing a device, write down exactly what you want it to improve. If you can’t explain the problem in one sentence, you probably need to think about it a little more.

You should also decide how to measure the results. For example, you could count how many mistakes workers make during a shift or how much time they spend looking for instructions.

Having one clear goal will make it easier to see whether the technology is actually helping.

Check Fit Against What People Already Wear

A device might work perfectly during a demonstration but feel uncomfortable after several hours.

Employees already wear different things depending on their jobs. Some need prescription glasses, safety goggles, helmets, hearing protection, or headsets. Any new device needs to fit around that equipment without getting in the way.

Wrist devices usually don’t create many problems. Glasses and headsets can be more difficult because they share space with things employees already wear.

There are two main ways to handle this.

One option is to add a device to something the employee already uses. For example, a small camera can attach to existing glasses, or a headset can fit over them. This allows the employee to keep their usual eyewear, but it also adds weight and another item to adjust or clean.

The second option is to use glasses that already have the technology built into them. Meta-enabled eyewear for corrective lenses follows this approach, with prescription lenses fitted into frames that also contain electronic features. The person can use the same glasses for vision correction and other functions. However, if the glasses don’t fit properly or the prescription needs changing, both uses are affected.

Neither option is right for every job.

The best choice depends on what employees do, what safety equipment they need, and how comfortable the device feels.

Let workers try suitable devices during a full shift instead of just a short demonstration. Glasses that feel fine for ten minutes may become uncomfortable after four hours.

It’s also worth asking employees what they normally wear on their head or face before choosing anything for them.

Ask What the Device Collects and Who Sees It

Employees may be uncomfortable wearing devices that collect information about them throughout the day.

Some wearables track movement, location, or health information. Even when employers have a good reason to use this data, workers may worry about who can see it and what it might be used for.

These concerns can affect whether people agree to use the technology.

A peer-reviewed study of 2,243 employees in Greece found that workers were more willing to use wearables when they trusted the privacy rules, had control over their personal information, and understood the benefits. Concerns about privacy and possible risks made them less interested.

Overall, employees showed moderate interest in using wearable devices at work. The researchers suggested that people might accept them if the conditions were right.

The GAO report also mentions employees who were worried about being tracked during a wearable technology trial.

Of course, a study from one country doesn’t tell us how workers everywhere will feel. Still, it shows why companies should discuss privacy before introducing these devices.

Employees should know what information is being collected, who can see it, and how long the company will keep it.

They should also be able to look at their own data. Personal health and location information should not be used for performance reviews.

Clear rules can make employees more comfortable sharing their opinions during a trial. That feedback can help companies find problems before introducing the technology to more people.

Plan for Devices Employees Bring Themselves

Not every wearable used at work comes from the company.

Many employees bring their own smartwatches, earbuds, and other connected devices. They use them during their normal day, sometimes without thinking much about whether workplace rules apply.

According to Rock Health’s survey, 46% of US adults own a wearable, and 83% of those owners use their devices at least five days a week.

This means many employees are likely to bring wearable technology to work, whether their employer provides it or not.

Smart glasses are still less common than watches and earbuds, but their market is growing. IDC expects 13.6 million smart glasses to ship in 2026, up 41.4% from the previous year.

With so many different devices available, it’s easier to create workplace rules based on what they can do rather than which company makes them.

Cameras are a good example.

Employers should decide where recording is allowed and when employees need permission. There should also be clear rules for places where people handle private documents, customer information, or sensitive work.

The same goes for microphones and location tracking.

A short list explaining where these features can and cannot be used is easier to follow than a long list of banned products. It also means the company won’t need to update its rules every time a new device comes out.

Employees should have a way to ask for approval, too.

If someone already uses a personal device that helps with their job, they may want to keep using it. A simple approval process allows the company to check whether it’s suitable and set any necessary rules.

It also helps the IT team know which devices employees are using at work.

Pilot Small, Then Measure

You don’t need to give wearable devices to everyone in the company straight away.

Start with a small group of employees who do the same task regularly. They’ll be able to tell you whether the device makes their work easier or simply gives them something else to manage.

Check the practical details during the trial as well.

Does the battery last for a full shift? Where will employees charge the devices? Are they comfortable to wear alongside their usual equipment?

You should also find out whether the devices work with the company’s existing systems. Ask the IT team to check how information is collected and shared before the trial begins.

When the test is finished, look at the problem you wanted to solve.

Did workers make fewer mistakes? Did technicians spend less time searching for information? Were important alerts easier to notice?

Compare the results with what happened before the devices were introduced.

Then ask employees what they thought.

Would they want to keep using the device if they had a choice? Did it help them work, or did it make some tasks harder?

If the results are good and employees are happy with the equipment, you can try it with another team.

If the trial doesn’t work, find out why before spending more money. The problem might be the device, the task you chose, or the way it was introduced.

A small trial gives you the chance to learn from these problems without making a big investment.

Conclusion

Wearable technology can help employees with certain tasks, but that doesn’t mean every workplace needs it.

Start with a problem that workers deal with regularly. Decide what you want to improve and look for a device that could help.

Make sure it works with the equipment employees already wear. Be clear about what information it collects, and have rules for personal devices that people bring to work.

It’s also better to test the technology with a small team before introducing it to everyone.

Pay attention to the results, but don’t forget to ask employees how they feel about using it. A device that saves time or reduces mistakes may be worth keeping. If it makes everyday work more difficult, there’s little reason to continue using it.

The goal is to make people’s jobs easier, not give them another piece of technology to worry about.