Don't forget your employees! — Three strategies for successful change management

There is a lot to consider when introducing new software into companies. Selecting the right software solution, evaluating potential effects on existing workflows and business processes, and ensuring smooth integration into existing systems are crucial. But in addition to all these very important factors, one key aspect is often overlooked: The impact on one's own employees.

In order for the changeover and the effort to be really worthwhile in the end and to optimize work processes, user acceptance must be guaranteed. But how exactly can this be achieved? Here are three proven strategies that matter:

1. Continuous, well-dosed communication

Clear communication about technological changes is crucial. Why does anything need to be changed? How will the change take place? And what is changing in the way we work?

At the beginning of the change process, there are usually many ideas about “communication.” Posters are printed, websites are created, emails are written and information meetings are offered. However, during the actual conversion process and the actual introduction of the new software, communication slows down. Users are informed and trained, all information is available online or via a newsletter and has largely mastered the technical challenges.

However, it is often forgotten that the employees affected by the implementation show little interest in the upcoming changes and, above all, in the new ways of working and applying them before the changeover. In some cases, an uncontrolled flood of information also leads to negative effects, which weaken user acceptance.

With regard to transparent communication, it is important that the preliminary information is known in advance to all those affected. In many cases, it is advisable to explain the need for change. If necessary, internal workshops on the relevant topics (such as IT security, etc.) may be offered in this context. However, it is important that there is no overflow of information that is impossible for the affected users to process.

During the transition process, affected users should be able to resolve their questions and concerns with a contact person at any time. At the time of system changeover, resources are often so closely planned that no individual information option can be offered anymore, although this is urgently needed.

For this purpose, it is particularly helpful to involve managers as multipliers and contacts at an early stage and to prepare them for their role in the change process before implementation. Other promising offers that IP Dynamics also offers in the implementation phase include so-called floor walkers and office hours.

2. Wide range of training offers

Invest in training and resources to prepare employees for the changes. Present use-case-oriented work processes and offer various training formats, such as online self-study courses, webinars or face-to-face training.

When introducing new software, it should be borne in mind that it affects a wide range of users who are trained in different ways. Therefore, offer various training formats. Everyone learns differently: Some users are satisfied with an online course or a manual, others need support in a face-to-face briefing with the opportunity to try out new functions. In the case of procedural adjustments, on the other hand, it is recommended to offer a webinar in which all employees are required to participate in order to ensure a uniform way of working.

However, compulsory courses should always be reduced to the most important things and be flexible in terms of time and space. It is also important to plan enough time for questions or to exchange ideas together.

During face-to-face events, it should be noted that this is not just about technical-functional content, but that many users also want to be picked up emotionally.

3. Agile methods

Agile approaches can be particularly effective in IT for implementing change. This includes a transparent feedback culture and continuous review and adjustment of the change process.

The introduction of new software is a change “from above”, especially in large companies, and there is usually no other way to implement it. Operational employees simply lack the expertise and overview for far-reaching changes of this kind.

To ensure that such far-reaching changes are still accepted and the innovations can be implemented in the best possible way, it is advisable to give employees the opportunity to share their thoughts and make them feel heard. Such participation by employees is usually also very profitable for the executing project teams, as they are made aware of things that they were not even aware of due to their possibly lack of practical relevance.

Involving managers is also essential here. In order for managers to be able to respond well to the concerns and criticism of their employees, appropriate sensitization as well as technical understanding are required.

In addition, it is not uncommon for practical testing to result in new requirements or completely new use cases that have not been considered in advance. Since the software development process itself is usually subject to an agile process, the adjustment of requirements is also an aspect that should be included from the start.

Working together to achieve success

In order to establish and truly implement the new work processes in the company, the involvement of employees must be considered throughout all phases. If you follow the strategies mentioned above, you have a good chance of ensuring successful change management!

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