How do you deal with user resistance or frustration with ERP systems or processes?

One time I sat with a user for ANOTHER training session. I watched her get out her phone use an app to order a car, to answer a group me and to check social media. She then stated, I just can't learn new technology. This can be a hurdle for many. I find that the project or change is one or lost far before the project starts based on familiarity, education, messaging, culture, opportunity to be involved and influence the change. What is unknown can give us the impression we cannot; however, just like I stated in my training, "you can learn technology look at what you just accomplished on your phone and none of that was around when you started this job," we are capable of almost anything with confidence and communication.

What I've found with ERP systems or processes, when EE's are resistant is Change. They feel their job is on the line and tend to derail a new process for example. Additionally, those folks that are resistant try to influence others that this a bad idea, etc. Plus, if it's a new software/process (i.e. from Skype to MS Teams), there's a learning curve that management needs to include in the approach 'why' this is happening.

The Company invested in a new ERP system many years ago. The system itself is capable of many things in the background, if correctly maintained. Unfortunately spreadsheets are the go to choice for nearly all departments so rather than maintain this one, rather expensive, database users will extract basic data from the ERP into spreadsheets and then build and maintain data around it. Unsure if it is lack of trust in the system or sticking to what they know?

In my experience, business users are not typically change agents. Their expertise rightly lies in their specific business area. From their perspective, they have already made a significant effort to learn how to achieve their goals using the existing system, despite its limitations. Understanding this mindset and focusing on building trust by involving users in the project is the most effective way to identify concerns and address them early in the process.

One of the best ways to prevent or reduce user resistance or frustration with ERP systems or processes is to involve and communicate with users throughout the project lifecycle. User involvement and communication can help to create a sense of ownership, commitment, and trust among the users and the project team. It can also help to identify and align the user needs, expectations, and requirements with the ERP system features and functions. You can involve and communicate with users by forming user groups, conducting surveys, interviews, or focus groups, soliciting feedback, or testing prototypes or pilots.

Change management is the biggest challenge in every ERP implementation. From my experience, the most effective way to encourage collaboration with end users is to engage them in walk throughs. In the process of doing this, it is important to explain the functionalities that they will be using in entering their transactions so that not only will they understand how the data and transaction will be handled by the system but they will also be aware of possible improvements in their process that the system can handle. Then ask them to recreate historical transactions in the new system and that will allow them to appreciate how much better it will be. Patience is a big factor in change management. It is not just a virtue, it's a need.

One of my yearly goals was to look at current processes and see what can be added or even removed. For the folks that were resistant in the prior improvements, I would include them as stakeholders and assure their opinions matter for the organization.

One thing I have found helpful is to make sure the method of training provided fits the learning style of the participants, not the learning style of the instructor or department manager. You may have to have both the video clips and long-form Word documents for your attendees to refresh after the in-class sessions. A local "champion" of the new process is also very helpful in the adoption as the users can go ask a co-worker when they feel overwhelmed.

Sometimes a simple team email with subject tip of the day or tip of the week, is a good tool to encourage accelerated learning and participation

Training sessions are key, whether a classroom, CBT, PPT or brainstorming with those folks so they feel their input is appreciated.

We generated Standard Operating Procedures with screenshots and written content to simplify most processes. Even after training it is a useful thing to know users can still look at these procedures if they are unsure of any part of the process.

I feel KPI's or metrics should be established prior to going live with the new process. This way it's easier for the resistance can see what value this change brought to the organization.

I agree with Vim, however I feel it’s also important to list performance metrics in sync with annual performance goals of individuals. This helps total attainment of Project ROI and Corporate Goals.

Any type of motivator is helpful. I've been in organizations where they gave out awards, blankets, cups, pens, external storage devices. This shows the folks they're appreciated without providing anything monetary.

One key point missing in the article is support of the top management. When this point was highlighted in my university course it seemed like a moot point. However, in my experience top management engagement and support is what matters the most especially when addressing issues between departments. It is also a very high motivator because of the visibility it offers to the participants which otherwise won’t be available in normal circumstances.

One of the best predictors of success for ERP change management is prior success stories from real users. Leverage (great, good and bad) prior user experiences and feedback to influence the new users. And don’t forget to use the lessons learned for the next wave of deployments. Users of a newly deployed ERP will trust their peers who give them open, honest feedback about their experiences transitioning to the new system.