How to Help Employees Get Onboard with New Tech Tools
One of the biggest challenges facing businesses is change.
That might be change to the economic climate, as we have seen in recent years, or change to the demographic within a specific workplace. Relations, between colleagues and other businesses, can help define how successful or unsuccessful your company is.
Change to logistics and processes is another challenge, especially when giving your company a technological overhaul. For existing companies, changing mindsets is not easy, whilst for a startup, the challenge is delivering your software and processes in such a way that the staff base quickly gets onboard.
ZD Net explains how Australia has a vibrant and exciting fintech sector, but it is a sector that relies heavily on software and processes. In addition, our article Could Hybrid IT Management Improve the New Work From Home Environment explores how new systems and processes are facilitating the drive to work from home. What happens when those systems change, or when you need to introduce new approaches? How do you get your team onboard quickly and efficiently? Hopefully, our handy guidelines will help make the service smoother and more effective.
Cater to Needs
If you are going to successfully implement a change of systems, then you will need to be armed with the problems it will troubleshoot for users. Talk to users about the existing system and find out their stresses and issues. It will likely surprise you that few employees praise the system they use, but they will also resist changes to it. Sell them on the ideas of improvement and point out how the new tools could help improve their working day.
In Verizon Connect’s look at integrating new software, they explain how a strategic roll-out can help change employee perception. Use the staff members who are known and trusted, those likely to take to any new changes well. Educate them perhaps first as part of a trial and get them onboard. It is a ‘divide and conquer’ style strategy that will win you key generals in an office to later tackle the wider team. Influential staff members should not be underestimated, so you might want to get the most vocal critic onboard first instead, and by taking down the key player in the resistance you will find the rest of the team much easier to deal with.
Be Clear and Address Fear
One key driver in resistance is a lack of understanding, so ensuring clean and crisp instructions and plenty of training is a must. Try to do this in work time too, rather than after-hours sessions which eat into your employees’ own personal time. If practical, make some standard operating procedure guidelines too, maybe on cards or slides, to walk the user through the areas of the system they may use. Be available when it goes live and have the time to walk the floor, checking on progress. The less scope there is for a lack of understanding, the easier you should find integration.
Also, make sure you address fears. New systems often come in at the expense of manpower, with PR Wire revealing an expected increase in the adoption of Robotic Process Automation over the next five years. Make sure you are very transparent about the motivation behind new systems and allay fears that staff are being replaced, reduced, or impacted by any changes.
Of course, each workplace will be different in terms of what is changing and the factors contributing to the change, but remain empathetic, visible, and understanding throughout, following our key points, and your next major systems change, or tech tool implementation, should go as smoothly as you hope.