We live in a time of unprecedented prosperity. No, not necessarily in the marketplace, in the economy, or in the abundance of natural resources. I’m talking instead about the prosperity of technology on the market today.
It seems like almost every week we hear about a company with new technology that will “change the game”. We hear about promises of savings in time, savings in money, and increases in worker productivity!
As managers, this is music to our ears. We all want to make our mark in the organization, and bringing in a beneficial new technology solution is a great way to do that!
So why don’t we see more adoption of technology at some organizations? We’ve found that usually there are two main reasons:
1 . They’re afraid of choosing the wrong technology solution - putting a black eye on their resume rather than a gold star.
2. Change management is tough - regardless of how many people you need to get on board.
The first issue is obviously up to the specific technology salesman to solve, but if you’re dealing with the second issue at your organization, we have 3 tips to help your company with change management.
1. Don’t just say why, show why
In their book, Switch, The Heath brothers explain a story of how one procurement officer rallied the members of his organization to make a change to their procurement process. At this company, they were currently ordering similar gloves from over 400 different suppliers! First, he made the business case to the organization through a well-done meeting presentation, but the executives didn’t believe that it was that big of a problem. So he got a box and filled it with 424 pairs of gloves, each with a different supplier name and price tag. He then dumped it on board room table. That showed in very real terms why the change was necessary. The executives got the picture, and everyone rallied behind the change.
2. Error-proof your change as much as possible
The worst possible thing that could happen is to get the organization to buy into the change, then have it not work properly. Here in Chicago, we have the perfect example of this with a system called “Ventra”. Ventra replaced the Chicago Transit Authority’s payment processing for the entire CTA system: and the results have been disastrous. Now the CTA employees are angry, the CTA passengers are angry, and I’m sure if they announced tomorrow that we were going back to the old system, the city would rejoice. Ensure that you’ve ironed out all of the kinks before making the change, otherwise the chance of a failed change and a “black eye” are all but assured.
Provide early and consistent communication on all levels of the organization that are involved in the change. Make sure that the higher-level members of the organization know the value of the change, and are fully on board to provide the necessary resources. Also make sure that the lower level employees, and those that will be dealing with the change on a regular basis, know that it’s going to make their lives easier and/or help the organization thrive. Then, keep up these established habits of communication throughout the change. There will always be a learning curve, and one of the worst things that can happen is having someone left in the dark - whether they be an executive or an employee. When someone is left in the dark, they begin to lose trust in the change, and that can spread like wildfire.
One of the biggest changes some companies go through is in the implementation of Kronos. We have helped companies achieve all of these best practices and thrive throughout their change management process. If your company is looking to update its workforce management software, reach out to us! We are a revolutionary force in workforce management, providing unparalleled services across various verticals and throughout all stages of adoption.