Putting People First to Avoid Implementation Pitfalls
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Managing change at any organization is difficult and when you are implementing an employee time tracking software change across company departments, it becomes increasingly difficult and drastically more complex when you’re rolling out the employee time tracking software to your entire organization. Employees’ needs are rarely considered when making a business decision to implement a new employee time tracking solution. The human element and the effect of the technological change will have on the employees is often ignored and it is one of the key factors in software implementation failures. A thorough strategic communication plan will overcome your employees’ resistance to change, get buy in, and increase user adoption to result in a successful implementation. As humans, we are resistant to change. To successfully implement an employee time tracking software, we must first understand why the employees’ are resistant to change and build a strategic communications plan to overcome their resistance to the change. There are 10 keys to successfully manage change during an employee time tracking software implementation and having a top-notch communication plan is critical. In this session, you will learn: • Why employees are resistant to change • How to overcome resistance to change • How to set up a successful Communications and Engagement plan • 10 Steps to Software Implementation Success • Real world examples of successful employee time tracking software implementations
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Putting People First to Avoid Implementation Pitfalls
- 1. David Moyer AboutTime Technologies www.WorkMax.com Putting People First to Avoid Implementation Pitfalls
- 2. Why People Resist Change • Fear of the Unknown • Mistrust • Loss of job security/control • Bad Timing • Poor Communication and Engagement Source: http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393
- 3. Understanding Change • What the specific changes include? • Who the Changes impact? • How it will impact them? • Why they might resist the change?
- 4. Fear of the Unknown • Most common if change is abrupt and without warning • Increases resistance to change Source: http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393
- 5. Mistrust • Occurs if manager is new • Inconsistent behavior • Over delegate and don’t get their hands dirty • Hidden Agendas Source: http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393 http://www.forbes.com/sites/glennllopis/2013/12/09/7-reasons-employees-dont-trust-their-leaders/2/#699cb0b7e94f
- 6. Loss of Job Security/ Control • Fear technology will replace job function • Fear that their job functions will change without their input with new technology implementation • Non-tech savvy employees Insecure about ability to learn new software
- 7. Bad Timing • Don’t make too many changes in a short amount of time • Don’t schedule during high workload times • Look at current project workload and move around priorities and deadlines
- 8. 10 Steps to Implementation Success 1. Top Management Support 2. Project Team 3. Project Champion 4. Systematic Planning 5. Broad Participation 6. Effective Communication 7. Feedback 8. Effective Training and Knowledge Transfer 9. Incentives 10. Post Implementation Activities
- 9. 1. Top Management Support • Endorsement of implementation at every stage • Participation in implementation at every level* • Drives all levels of organization to common goal of accepting and adapting new solution • Reduces resistance to change *Source: Trieu H, Kuzic J. Change management strategies for the successful implementation of enterprise resource planning systems. IEEE, 2010 Second International Conference on Knowledge and Systems Engineering: 178-182.
- 10. 2. Project Team • Teamwork is necessary to support change management1 • Cross functional teams are recommended2 • Support project roll out and execution Source: 1: *Source: Trieu H, Kuzic J. Change management strategies for the successful implementation of enterprise resource planning systems. IEEE, 2010 Second International Conference on Knowledge and Systems Engineering: 178-182. 2: Calvert C. (2006). A change management model for the implementation and upgrade of ERP systems. AISel, ACIS 2006 Proceedings. Available at: http://aisel.aisnet.org/acis2006. Accessed December 17, 2013.
- 11. 3. Product Champion • Gets everyone is on board • Eliminates cross- departmental obstacles • Allocates and organizes resources for successful implementation Sources: https://smallbiztrends.com/2013/12/what-is-a-project-champion.html http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/
- 12. Systematic Plan • Create Plan • Create Project Vision • Assess Change Readiness
- 13. 5. Broad Participation • Must engage staff during entire implementation1 • Staff must understand why the change is needed • End users need to know benefits Source: 1 Trieu H, Kuzic J. Change management strategies for the successful implementation of enterprise resource planning systems. IEEE, 2010 Second International Conference on Knowledge and Systems Engineering: 178-182.
- 14. Effective Communication & Engagement • Improves Teamwork • Makes Planning more effective • Reduces resistance to change • Increases understanding and increases end user participation • Two-way dialog
- 15. Communication vs. Engagement 2 Way Communication Source: ProKo Consulting, Organizational Change Communications Strategy http://www.slideshare.net/Lsteblay/org-change-communications-strategy 1 Way Communication
- 16. Change without effective communication • Spread of misinformation – Leads to low morale • Higher resistance to change – Low user adoption • Confusion from changes in the work process and fear of unknown – Low productivity Source: ProKo Consulting, Organizational Change Communications Strategy http://www.slideshare.net/Lsteblay/org-change-communications-strategy
- 17. Source: ProKo Consulting, Organizational Change Communications Strategy http://www.slideshare.net/Lsteblay/org-change-communications-strategy
- 18. Consider Preferred Communication Method • Generation • Millenials vs. Baby Boomer
- 19. 7. Feedback • Address user feedback immediately • Gather it in multiple ways to increase broad participation – Email – In person – Surveys – Conference Calls
- 20. 8. Effective Training and Knowledge Transfer • Offer training based on employee’s learning style – Self – paced – Step by step instructions – Videos – In person • Offer it before, during and after implementation
- 21. 9. Incentives • Increase participation and adoption • Revised titles • Bonuses or overtime pay • Certificates of recognition Calvert C. (2006). A change management model for the implementation and upgrade of ERP systems. AISel, ACIS 2006 Proceedings. Available at: http://aisel.aisnet.org/acis2006. Accessed December 17, 2013.
- 22. 10. Post Implementation Activities • Mentoring by super users • On-going training • Help desk support • End user documentation • Newsletters for new product features
- 23. Case Study • Give Examples of Customers that had successful implementations by utilizing – Effective Communication – Incentives (Ryan gives % of bonuses if company receives incentive bonus for ending projects ahead of schedule)
- 24. Contact Information David Moyer WORKMAX 844-WORKMAX (844-967-5629) info@workmax.com
Editor's Notes
- Welcome
- http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393
- http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393
- http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393 Fear of the unknown/surprise: This type of resistance occurs mainly when change is implemented without warning the affected stakeholders before the change occurs. When change (especially what is perceived as negative change) is pushed onto people without giving them adequate warning and without helping them through the process of understanding what the change will include and how their jobs/work will be affected, it can cause people to push back against the change due to their fear of the unknown.
- If the individuals in a department highly respect their manager because the manager has built up trust over a period of time, the team will be more accepting of any changes. If the manager is new and has not yet earned the trust of their employees (like my client), then mistrust can manifest itself into resistance to change. Inconsistent Behavior People are more inclined to trust those who are consistent with their behavior. Isn’t it easy to begin questioning one’s motives/judgment when they are inconsistent? For example, I’ve worked with clients who appear to be on the same page – only to notice that they begin to disconnect when they believe that the direction of a project is not allowing them to mobilize their own agendas. In other words, when everyone but the leader is on board with a strategy – you begin to wonder if their intentions are to support the organization’s advancement or their own. Over delegate and Don’t Get Their Hands Dirty Leaders must touch the business, just as much as they lead it. When leaders are over-delegating and not getting their hands dirty – employees begin to question whether or not their leader actually knows what is required to get the job done. Distrust amongst employees begins to rise. Though leaders cannot be expected to have all of the answers – they should not play at arms-length either. The 21st century leader must be more high-touch in order to effectively evaluate the business and coach-up their employees. Hidden Agendas Leaders that are too politically savvy can be viewed as devious and inauthentic. Employees want to follow leaders who are less about the politics and more about how to accomplish goals and objectives. While being politically savvy is important, leaders must be careful not to give their employees the impression of orchestrating hidden agendas. Employees want to believe that their leaders are focused on the betterment of the team. If this requires well-intentioned political maneuvering to advance team goals and objectives, then great. However, if it comes across that a leader is solely intent on protecting themselves and their own personal agendas – trust from the team will be lost quickly and difficult to recapture.
- http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change/#2011e1953393 This type of resistance often occurs when companies announce they will be restructuring or downsizing. This causes fear among employees that they will lose their jobs or be moved into other positions without their input.
- The foundation of any successful organizational change revolves around the leadership team, their ability to set politics aside, and to collaborate, agree, and commit to the change process. Top management support should be included in each step of the implementation and in all organizational levels.3 When there is consistent, managerial backing at every level, the entire workforce is being driven toward the common goal of accepting and adapting to the new system. Effective leadership can sharply reduce the behavioral resistance to change, especially when dealing with new technologies. http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/
- Teamwork is so important when implementing new technologies. Similarly, it is also necessary to support change management processes.3 Cross-functional teams dedicated to managing the institution of change are strongly preferred in effective software implementation.4 Project teams ensure that the implementation is not lost or forgotten about, and they continuously offer assistance with the rollout of the new system implementation. http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/
- https://smallbiztrends.com/2013/12/what-is-a-project-champion.html The project champion is the person within an organization implementing a project who takes on the burden of ensuring everyone involved is on board and behind the ultimate success of the project. They are responsible for: Identifying a project’s strategic objectives. Working with the project team to ensure the vision for the project is successfully translated into the requirements and solution design. Critically analyzing and ensuring best practices. Identifying and eliminating obstacles that may threaten a project’s viability within the organization itself. Prioritizing project phases based on value. Relaying timely updates to all managers and client contacts impacted team members. Appropriately allocating and organizing internal resources to ensure the successful completion implementation or adoption of a project. They don’t take “no” or “I don’t have the time” for an answer. They keep everyone’s eyes on the prize that represents the successful implementation of this project. A project champion is the unfeigned, authoritative and, at times, veracious champion of a project. A bona fide project advocate, a project champion is typically a member of senior management or critical expertise that strengthens a project’s value by adding formidable experience to the mix. Accurately and efficiently delivering project success. http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ The presence of a champion is a critical factor for success in managing change because of the strong influence they have on the change process within the organization.3 Designating someone with authority to support and motivate the new initiative is a good strategy used to remove cross-departmental political obstacles, strengthen the new implementation, and reveal how important it is among staff.
- http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ The presence of a clear plan for change is a great way to boost software implementation projects.3 A project vision specifies what the implementation project is meant to achieve and how it can positively affect the organization and staff.4 Additionally, assessing the readiness for change and developing a formal strategy allows for better planning and smoother implementation. After a clear vision is established, the leadership team must analyze their organization and assess its readiness for change by analyzing the culture and behavior of the staff and overall organization.5 If the leadership team takes the time to assess their staff and determine the organization’s readiness for change, they can deal with the implementation and resistance from staff much more effectively. They can also identify the key drivers of change and tie them into all areas of the workplace, so that all staff members remain aligned to objectives.
- http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ A company wants to engage staff within the whole life cycle of implementation in order to keep them in the loop and responsive.3 As Lorenzi and Riley note, “People who have low psychological ownership in a system and who vigorously resist its implementation can bring a ‘technically best’ system to its knees.”1 Sidney Fuchs of IBM notes that to ensure that all staff adopt a specific change, they must feel the demand for it. It is critical, therefore, to “make sure each person understands the problems you are addressing and has a feeling of ownership for the solutions you’re proposing.”5 If management can figure out how specific end users will benefit from the new system and convey that to those users, they will strengthen the project significantly. The project leadership team needs to work carefully and strategically to overcome resistance to change among staff and lead a successful implementation process by enhancing user involvement in the process.
- http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ . Before and during any software implementation, meaningful and effective communication at all levels of the organization is essential.3 This is mostly because substantial communication allows for strong teamwork, effective planning, and end user involvement. Ample communication regarding the new implementation project helps to foster understanding of the project’s vision and thus to overcome resistance to the project.4 Good communication also heightens overall awareness of the system.2 Only with thorough and ongoing communication among and between both management and staff can the implementation project be successful. The more extensively end users understand the project, the more willing and able they will be to use the new system.
- http://www.slideshare.net/Lsteblay/org-change-communications-strategy
- http://www.slideshare.net/Lsteblay/org-change-communications-strategy
- Update graphic to give examples of Tier 2 Project Team (Accounting, HR, IT) Tier 3 – End Users
- Training is crucial to success of software implementations. All employees should know how the system works and how they personally relate to the new process.3 Training should be readily and broadly available to encourage the new system’s acceptance and use within the company. It can certainly be used as a tool to help overcome employee resistance.4 Training should be offered prior to, during, and after the implementation to ensure operational end user knowledge. Management must take training seriously to avoid the adoption of an ineffective system. There is nothing worse than a useless, unused software program after a company has spent much time and capital investing in it.
- Training is crucial to success of software implementations. All employees should know how the system works and how they personally relate to the new process.3 Training should be readily and broadly available to encourage the new system’s acceptance and use within the company. It can certainly be used as a tool to help overcome employee resistance.4 Training should be offered prior to, during, and after the implementation to ensure operational end user knowledge. Management must take training seriously to avoid the adoption of an ineffective system. There is nothing worse than a useless, unused software program after a company has spent much time and capital investing in it.
- http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ Incentives help develop strong feelings toward accepting and adopting new systems. Incentives should be offered to not only engage staff and overcome resistance to change, but to retain key implementation staff as well. Revised titles, overtime pay, letters of merit, and certificates of recognition can be used as forms of incentives to foster staff involvement and commitment to the new project.4 Incentives are a great way to encourage end user involvement, increase participation, encourage training, and strengthen the overall system.
- http://www.24x7mag.com/2013/12/10-change-management-keys-to-effective-software-implementation/ Following implementation, activities such as mentoring by super-users, training, help-desk support, end user documentation, newsletters about the software’s features and functions, and online help are extremely beneficial. Ongoing post-implementation change management activities can help to foster and maintain competent end users.4,6