You're facing employee resistance to new ERP processes. How can you overcome their reluctance?

Overcoming Employee Resistance to New ERP Processes 1. Communicate Clearly: Explain the benefits of the new ERP system and how it aligns with organizational goals. 2. Address Concerns: Openly discuss employees' concerns and fears, addressing them directly. 3. Comprehensive Training: Provide thorough training on the new system and ongoing support. 4. Involve Employees: Seek input on the new process and consider their suggestions. 5. Change Management: Implement a structured change management plan with clear communication and support. 6. Pilot Testing: Conduct pilot programs to gather feedback and refine the process before full implementation. 7. Incentivize Adoption: Offer rewards or recognition for early adoption.

Unknown is always scary, reassure employees how their skills and experience can be leverage to implement ERP solution. Develop high level ERP process flows and compare them with their existing business flows. This would address their fears and reassure their skills with additional training can implement better solution.

In my experience, addressing employee resistance starts with understanding their worries. During one ERP rollout, we held open forums where employees could express their fears about the new system disrupting their daily tasks. We listened and assured them their concerns were valid. For example, when the finance team worried about new processes, we showed them how the ERP would simplify their workload and provided extra support to ease the transition. This approach of listening, validating concerns, and providing reassurance has consistently helped reduce resistance and build trust.

Training has 2 phases. 1. UAT Users Acceptance test 2. Training for all users Before starting the training for all users there has to be a core team which collectively has to decide and complete the UAT. 1. Core features 2. Use cases 3. Approvals 4. Reports 5. Statutory compliance Once all validated 100%, only then it has to be opened up for all users, failing which there will be too many channels of discussion and cross currents will be created. This will be root cause for the scope creep. Once the full validation is completed, this has to be handed over to the Project Manager with crystal clear roles of activities & time lines till go live. This is the most crucial strategy for the success of the ERP project.

Providing proper training is essential during ERP implementation. It ensures that employees feel confident and capable with the new system, reducing resistance and improving efficiency. Based on my experience as an ERP Professional, I have seen that well-trained employees adapt more quickly and effectively, leading to smoother transitions and better overall performance. Training empowers the team, boosts morale, and ensures that everyone can contribute to the success of the ERP system.

Change management is always challenging! However, when the change happens, everyone adapts and learns it. It's important to acknowledge that change can be difficult, but sharing the perspective of management and the reasons behind the decision helps with better understanding. Communicating what went into the decision-making process and how the changes will make their lives easier is the key message that needs to be conveyed.

Winning over skeptics involves clearly showing how the ERP system will make their jobs easier. In one project, we demonstrated how the system reduced repetitive tasks for the sales team, freeing up time for customer interactions. We also shared success stories, like how another department improved their workflow and decision-making with better data insights. By highlighting these personal benefits and real examples, employees could see the positive impact on their roles, making them more open to embracing the change.

Communication is the #1 thing you have to have to have right. From day ONE. You need a defined Comms Strategy planned out against the Plan. And a Team to deliver it. Key objectives - 1. Clarity 2. Consistency 3. Regular 4. On time without fail 5. Accessible to al 6. Meets all learning styles where possible. 7. Engaging People are simply the key, communicate with them consistently and you will get the other thing you need - collaboration

Highlighting Direct Benefits: - Customize Communication: Tailor messages to show specific benefits for different roles within the company. - Concrete Examples: Illustrate benefits with clear, relatable examples and success stories from similar implementations. - Interactive Demonstrations: Provide hands-on demos to allow employees to experience the system's advantages firsthand. - Leverage Champions: Encourage ERP advocates within the team to share their positive experiences and influence others. This approach helps employees see the personal and professional gains from the new ERP system, increasing their willingness to adapt.

One approach organizations could consider is incorporating gamification before implementing a new ERP system. This strategy helps users connect with the system, enhances engagement, and encourages the sharing of experiences.

Getting employees involved in the ERP implementation can greatly reduce resistance. In one project, we asked for feedback from staff across all levels and used their input to shape our strategy. This made them feel valued and part of the process. We also appointed ERP champions in each department who promoted the system's benefits and helped their colleagues with the transition. This sense of ownership and peer support helped ease the change and fostered a positive attitude towards the new system.

It's human behaviour and quite common that people are reluctant to change. We too give resistance untill the point we are not aware on benefits and if we are not given confidence and appropriate support. With my experience, laying out clear plan as below helps: 1. Define Goals and objective on 5 Y basis on why the change is required and how do we do it. 2. Take into consideration the requirements from departments and consult with leads to boost confidence 3. Start giving training and making them use the software by asking them to drive rather you sharing screen 4. Lastly validate if this was requirement and it is met and people are confident Once you connect dots people are happy to work rather then resistance.

Start small, build confidence, and scale up gradually. Focus on essential functions first, then expand. Patience and persistence are key to successful ERP implementation.

The most important question to ask yourself is “What do we want to achieve with ERP?”. Without a clear answer to this question and not having a clear vision, you won’t be able to properly measure its success. But answering this question isn’t always easy. So, I recommend breaking it down into a few smaller modules that will offer clarity on the bigger question.

You need to set realistic goals, to achieve the organisational ones. People are the most important factor, always have been & will be. Change / Transformation can be a big challenge to some. Everyone, in the Organisation, HAS to be successfully through their personal Change Curve before we can even consider success. People have high levels of efficacy & experience with the "old ways" - advocacy. It drops when you deploy "new". You have to bridge the gap, & soften the landing, as quickly as possible to increase advocacy in new. Time & Investment in all aspects of Change Management are CRITICAL to success. Don't overlook them at all. A dedicated Change Team are one of the most important things. Don't do this without them.

Based on my experience as an ERP Professional, giving continuous support is very important to handle resistance to new ERP processes. In ERP consulting terminology, we call it Hypercare Support after ERP implementation. Other support channels can include help desks, FAQs, and forums where employees can get help and share tips. Encourage open communication and let your team know that it's okay to have questions or face challenges. A supportive environment shows that the organization is committed to a smooth transition and values its employees' success.

I think what's worked for us in the past is to: -Set up a dedicated help desk for ERP-related issues. -Create a comprehensive FAQ database covering common questions and problems. -Establish user forums where employees can share tips and solutions. -Encourage open communication about challenges. -Regularly schedule Q&A sessions or workshops to address concerns. -Assign mentors or "ERP champions" to guide less confident users. -Develop a knowledge base of best practices and troubleshooting guides. -Celebrate and share success stories of employees mastering the system. This approach creates a supportive environment, showing the organization's commitment to employee success and smooth ERP transition.