When implementing a custom software solution, a company wants to achieve the highest return on investment possible. A crucial aspect of obtaining an adequate ROI is a smooth implementation. There are multiple hindrances that can undermine effective implementation, one of them being worker resistance to change. The source of this resistance is easily uncovered. Employees develop or incorporate standard operating procedures in order to increase the ease of the workday and also to either increase or maintain productivity. When new business processes must be adopted, the task requires more effort than was previously exerted and there is a certain level of discomfort as a result of altering one’s work habits. Switching to a new process is frequently perceived as a chore, and is sometimes accompanied with stress or even fear. Fortunately, many different actions can be taken in order to alleviate this negative perception.
Facilitating user buy in is the key to the success of any workflow project. For many, change from the status quo can be met with stress, frustration, and fear. In the workplace this can be manifested in many ways, but usually in negative behavior towards the source or agent of change. These negative behaviors can: lower morale, slow the training process, reduce the effectiveness of your new program, and lower the quality of data. Everyone responds differently to change, so it is important to recognize the personal aspect of making workflow changes. Avoiding some of the easy pitfalls when implementing workflow changes will lead to happier employees and a more successful launch.
The easiest way to turn fear and stress into excitement and relief in a workflow project is to listen carefully to your employees input. Input should be encouraged, and received before, during, and after the creation of your workflow software. Not only will your employees feel more in control of their jobs, you will likely get a better product in the end! It is their tasks you are automating, so naturally, they are the most important person to talk to while doing it. The most common pitfall in the software creation process is making too many assumptions about how employees actually get their jobs done, and not asking the right questions because of it.
Another great way to reduce the resistance to change is to encourage an open discussion about existing shadow systems. Shadow systems are tools that are developed by employees to make their jobs easier. They are usually made privately, without help or even knowledge from management or IT. Give the lack of resources they are most likely only partially effective. Many of these systems make work easier, but are kept secret for fear of being asked to discontinue their use for any number of legitimate reasons. Discussing these systems openly and without risk can shine a light on which areas of a job need automating. Not only do you gain insight into which tasks need automating, but also an idea about how they should be automated. Not only does that information help with the design of new software, it puts the user at ease knowing that their ideas are being considered and their job may soon get easier. After all, no one complains when you make their life easier.
Although employee resistance to change is a real roadblock for decision makers, and the consultants responsible for implementation, it can be either contained or reduced through the proactive measures described in this article. Additional obstacles preventing a smooth implementation and their respective solutions are certainly worthy of the consideration of everyone involved.
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