How can you manage resistance to RPA projects?

??Why do some people show resistance to robotic process automation projects? Short answer is that many people naturally resist change ... all change. The only change people typically don't resist is the changes that they are personally driving. A common thought is that technology is going to replace people and jobs which is not the case. The best automation programs are GROWTH programs. They facilitate growth because they free up your people time to work on more valued added tasks. ?? Like to support this

Understanding why people resist RPA projects is like solving a puzzle to make everyone happy. Imagine if some colleagues are worried about robots taking their jobs. In that case, we can explain that robots are here to help, not replace, making their jobs more interesting. If others are just confused about how the robots work, we can offer simple training to clear things up. By figuring out what's bugging people, we can tailor our approach, kind of like customizing a recipe to suit different tastes. It's all about making sure everyone feels comfortable and excited about the changes, so the whole team can enjoy the benefits of RPA without any worries.

?? Understand the sources of resistance: Resistance to change often comes from the mindset of "we've always done it this way." People get used to their routines and habits, so changing is hard for them. The more drastic the change you push for, the more resistance you'll likely face. ??How can you handle this? Learn more about managing change, explain the benefits of the new situation, and include EVERYONE in the conversation. You need people, not just technology or strategy, to change an organization. People-first = more commitment to the organization's success and a higher adoption rate.

The key point is to educate not only your business stakeholders, but your own RPA team, relevant infrastructure teams, application teams about the technology and how can it benefit everyone. To do this, we usually organise roadshows, vision boards and showcase small scale proof of concepts so that everyone can gain confidence and better insight at what RPA can do what could not have been possible if it were not implemented. Successful programs always target RPA as a technology which can integrate decoupled systems and enable efficiency across teams. It’s not a technology that can replace humans but rather a framework which enables automation at scale with defined QA checks freeing up time for humans to focus more on meaningful priorities.

To manage resistance to RPA (Robotic Process Automation) projects, it's crucial to approach the staff with a mindset that RPA is not a replacement but a supportive tool. Emphasize that RPA serves as a companion to assist in automating mundane, repetitive tasks, freeing up staff to engage in more creative and intellectually stimulating work. Additionally, establish a Center of Excellence (COE) to regularly disseminate knowledge and insights about RPA to the staff, fostering a culture of continuous learning and adaptation. This approach helps in gradually reducing resistance by highlighting the benefits and opportunities that RPA brings to their roles.

Changing habits and ways of working that have been proved for years is always difficult to accept. To manage resistance to RPA, it is important to get the buy-in from some of the internal stakeholders of the company; so have internal sponsors that can drive change and spread the voice of Automation. It is fundamental to choose people with prominent roles in the company, and that are acknowledged as reliable by their colleagues. The following step is to engage with every member of the company that will be involved in the change to clarify any doubts and reassure on the vitality of the role of the human with the Automation. RPA is not a tool to replace entirely human, but rather a complementary tool to assist humans and help them work better.

Education is crucial at every step of the process. Before, during, and after implementation. You have to educate execs to gain buy-in, educate employees to avoid resistance and educate customers if the process is customer-facing. I found in my experience that communicating the benefits, employee augmentation aspect, and the overall future state of operation is key to successful projects. In fact, in my implementation strategy, I have education linked to almost all steps where stakeholders are involved.

Engage the Key stake holders of the process and develop the POC to eliminate the redundant, boring and mundane tasks. prepare a live demo with the process stake holders to witness the outcome

Em projetos de RPA, assim como em qualquer projeto, é sempre importante alinhar as expectativas do cliente quanto as entregas que ser?o realizadas e os prazos. A apresenta??o de resultados alcan?ados em outros projetos ou até mesmo um protótipo simplificado do produto pode ajudar nessa comunica??o de benefícios para o cliente, tornado a experiência mais atrativa.

RPA is much more than FTE savings; there are at least 7 other Lean wastes that can be addressed. When the focus is on RPA solely for reducing People, despair and failure are likely. However, when RPA is communicated as a "process partner," it's natural for people to engage with it and seek more.

Engaging with the operational employees to the management level is key. We need to make sure they understand the value that RPA will be adding to their everyday business work emphasizing the bot’s ability to take over the mundane repetitive tasks which allows the employees to take care of tasks that require EQ, creativity and decision making. This can be done by involving the business users in the solution design phase and with continuous communication

Engage the Key stake holders of the process , present the solution design and implementation. encourage them for Citizen developer program, provide guidance to start developing the automations in their business process. with that they taste the RPA benefits by own and they can upskill to RPA.

Algumas formas de envolver e capacitar a equipe para projetos de RPA s?o: - Workshops Colaborativos - Grupos de Trabalho Multidisciplinares - Treinamento Específico - Sess?es de Sensibiliza??o - Participa??o Ativa em Testes Pilotos - Fóruns de Discuss?o - Acompanhamento Personalizado - Feedback Incorporado - Comunica??o Transparente - Reconhecimento e Incentivos Ao envolver e capacitar as partes interessadas, a organiza??o pode aproveitar o conhecimento interno, alinhar as expectativas e criar um ambiente mais favorável à aceita??o e sucesso do projeto de RPA.

Involving and empowering stakeholders is critical for several reasons: Improved Adoption Rates: When people feel part of the process and have a say in the solutions, they're more likely to embrace and champion the change. It's not just "imposed" automation, but a collaborative effort they contributed to. Better Understanding and Buy-in: By educating and involving stakeholders, you dispel potential fears and misconceptions about RPA. They see how it can benefit them directly, not just replace their jobs. Proactive Problem-Solving: Empowering stakeholders to identify issues and suggest improvements fosters a culture of continuous improvement. They become partners in ensuring the long-term success of the RPA initiative.

Demonstrar as melhorias trazidas pelo uso de RPA e quantificar os ganhos num comparativo ao processo tradicional/manual em conjunto com o esclarecerimento das mudan?as (e n?o da substitui??o) das atribui??es dos profissionais das áreas afetadas e interessadas, em minha opini?o s?o as melhores estratégias para gerar o engajamento nos participantes e aumentar a probabilidade de sucesso na implanta??o das solu??es.

Aqui est?o alguns exemplos específicos de como você pode fornecer suporte e reconhecimento às partes interessadas em projetos de RPA: Você pode fornecer coaching ou mentoring a funcionários que est?o se preparando para novas fun??es ou responsabilidades. Você pode oferecer treinamento e desenvolvimento para ajudar as pessoas a aprender novas habilidades e conhecimentos. Você pode criar oportunidades para as pessoas compartilharem suas ideias e contribui??es com a equipe. Você pode reconhecer as contribui??es das pessoas em reuni?es, eventos ou boletins informativos. Você pode oferecer recompensas ou incentivos às pessoas que alcan?am metas ou objetivos relacionados ao projeto RPA.

Provide strong support and recognize contributions. Offer training and resources to help everyone adapt comfortably. Acknowledge and reward efforts that contribute to successful integration, boosting morale and encouraging acceptance.

The process is simple, "Are you surfing the wave, or will you be swallowed by it?" Promote, reward, train, empower, and merit individuals who promote the RPA culture within companies. Allow everyone to realize that individuals who conceptualize projects, lead, and/or create are valued and foster this atmosphere. Remember that, more crucial than developing the solution, is the one who identifies and presents the problem. Recognize and reward!

é essencial implementar práticas que valorizem suas contribui??es. Isso inclui destacar formalmente suas realiza??es, oferecer programas de incentivos, proporcionar oportunidades de desenvolvimento, fornecer feedback positivo regular e envolvê-las em tomadas de decis?o estratégicas relacionadas ao processo.

Gerenciar a resistência a projetos de RPA é crucial. Oferecer suporte contínuo e reconhecimento às partes interessadas ajuda na transi??o, promovendo a adapta??o à nova automa??o. O coaching e o reconhecimento das contribui??es refor?am comportamentos positivos, elevando a moral e a eficácia do projeto.

One of the early ways to tackle is, walkthrough of similar case studies from same industry segment with factual data so that stakeholders can corelate and gain confidence. Best thing to have is, take your referral customer where this is done in a call and let him explain his case..

In my experience being comprehensive is the key to spread change across a company. RPA is to some extent a disruptive technology on the way of working of business owners because it changes completely the mansions and responsibilities at work. Therefore, understanding the difficulty derived from the change, and ensure, explain and transit knowledge about the new technology is a key to have a success story.

As we have seen in this article, every change and implementation of RPA (Robotic Process Automation) will generate a certain degree of mistrust. However, more than just showcasing the benefits and impacts, whether in the personal or professional lives of employees, it is crucial to be transparent and understand the career stage of each stakeholder. For instance, the relief from a manual process might be the ideal moment to invest in learning a new skill that could elevate an employee's career to another level. Alternatively, it might be the right time to seek a more challenging role within the company. But this can only be achieved by building a long-term trust relationship. This takes time, much more than an RPA project requires.

To manage resistance to RPA projects, engage stakeholders early, communicate objectives clearly, and educate employees on RPA's benefits. Initiate pilot projects for quick wins and involve employees in the design and implementation process. Create a supportive culture with change champions and address job impacts by outlining new opportunities and providing upskilling. Implement strong project management for credibility and trust, and use continuous improvement to refine RPA initiatives. This approach builds trust, demonstrates value, and ensures workforce readiness for digital transformation.

When leading RPA projects, especially those that directly impact the future of a person’s role it’s important that you do two things. 1. Engage that person and have them consult on every step of the process. 2. Make sure to have suitable work prepared for impacted employees, so you can retain your talent, and continue to grow them in other areas. My last RPA project removed more than 1/2 of a person’s daily workload (conservatively). I was fortunate to be partnered with someone who trusted the company culture believed in what we were trying to do. Tackling processes that are repetitive and unenjoyable for humans is met with a lot less resistance than automating something people have passion for.