It seems like only yesterday that being "technologically enabled" in the human resources environment meant that a company had a human resources information system that tracked very basic employment information such as date of hire, review dates and salary actions. Today, companies are using technology in almost every aspect of their HR functions, from applicant tracking to performance management, from self-service benefits administration to sophisticated e-learning programs.

While it is undeniable that many of these technological innovations can greatly improve productivity and performance, misuse of or over-reliance on these resources can have severe negative impact on a business. By its nature, more technology leads to less human interaction, which can result in worker isolation, miscommunication and other problems if not handled thoughtfully.

It is important to remember that technology is not running your company - people are. The best information systems and productivity tools will not compensate for a dissatisfied workforce. While technology will continue to evolve and play a vital role in the workplace, the proactive business will strive to retain a personal approach towards its employees and their needs and concerns.

Communicate new technology. Recognize that new technology, like any change, can raise fears in workers. Clearly communicate the reasons for adopting the technology, as well as the benefits that the new tools will bring to employees. For example, if you are implementing a self-service, online benefits administration program to reduce the time spent by human resources inputting employee changes, stress to employees how the system will allow them to get information and make changes more quickly. Thoroughly train workers on the use of the system so they will be able to use it knowledgably and comfortably.

Don't "Manage by Email." It is all too easy to sit in one's office and fire off an email - even when the recipient's desk is just a few feet away. While an email is a great way to send detailed written information or instructions, it is not an effective method of building trust and rapport, expressing concern about or disapproval of an employee's behavior or performance or encouraging a spontaneous and creative flow of ideas.

Avoiding personal contact indicates to your employees that you just don't care. An email is not the same as a conversation. It is not the same as a group meeting. Meet with your employees. Ask their opinions. Consider their input seriously.

Be inclusive with remote workers. Advanced networking technology allows more workers to do their jobs away from the office. An increasing number of companies do not even have an office headquarters, with all employees working from their homes or other locations. Videoconferencing systems allow employees in locations all over the world to "meet" without traveling.

These tools create efficiencies for employers and provide conveniences for employees, but can be isolating, and it is harder to build a spirit of teamwork among people who do not really know each other. Communicate regularly with remote workers just as you would your other employees. Keep them up to date on company objectives and important events and milestones. Create occasions where remote employees can get to know others.

Balance e-learning with mentoring. There is a proliferation of e-learning opportunities, including self-scheduled online instruction, teleseminars and webcasts. By all means, take advantage of these tools when appropriate, but be conscious of their limitations. In most e-learning environments, learning is solitary. Even with telephone and internet seminars, there is no real interaction or exchange of ideas among "attendees," or the chance for extended, spontaneous question and answer periods. Balance these tools with more traditional in-person training programs. And don't forget that as a manager, sound, one-on-one mentoring is the most valuable learning experience you can give your employees.