Thursday, June 11, 2015

Corporate culture and implementation of new technologies – JDN

HR departments may seek to identify if there is a strong need for cultural change to adopt the new technology.

When it comes to new technology implementation, directing – especially the Directors of Information Systems (DSI) – looking to meet a specific need of their employees. However, the question is not simply to retain an option and then give orders to operational teams to implement and deploy it throughout the organization.

 would rather be wider consultation with departments of the company and
 as human resources to ensure that the right attitude is adopted
 to be able to confidently deploy the solution chosen. These are the
 HR professionals who hold the key to
 successful technology implementation in a business.

HR to take the initiative

 CIOs spend a lot of time selecting and retaining the right software or
 good material, before presenting it to senior management. Once this
 passing made, usually after a long interval, it is for
 operational directors to sell the new solution for employees. The
 communication between the two entities is vital. In large companies,
 often encountered staff that was trained and worked for
 years by a particular method and with specific technology.
 This human factor can not be changed simply by declaring employees’ Here
 your new solution – use and forget everything you were doing
 before. ” It is at this level that the operational departments and
 HR staff involved to communicate the benefits, methodology
 and the logic of technological change. HR departments must drive
 a wider change in the culture of the company before, during and
 after a deployment. Without the involvement of HR, companies risk
 waste millions in technology that will never achieve its
 maximum potential.

The International
 can be a difficult task. Multinational with 30,000
 users in different regions of the world recognize that
 HR departments are crucial to support staff every day. In
 parallel, the adoption of new technology should not interrupt
 activity while users are adapting. It is already a
 costly investment in deployment – any further delay could
 increase unanticipated costs.

 Here are ways to manage these complications. HR departments
 may seek to identify if there is a strong need for cultural change
 to adopt the new technology. As part of a deployment, one can
 estimate that the change effort comes to 70% of the human factor and 30%
 technological factor. To succeed of human change management, HR
 should exploit their technical expertise within their business. Often
 HR departments inform senior managers in different regions
 on new software solutions, pending a cascading effect
 knowledge and expertise. An alternative method to manage
 Conversely deployments is to identify where expertise lies
 Technical amongst staff and make the best. This can be as
 although a junior employee who has very good expertise that passionate
 new technologies wishing to act as an ambassador, a coach or a trainer
 among others. This can come from their own knowledge or the
 that previous solutions have proved so complicated for their
 work any change could be good news.

Establish employees evangelists

 HR departments can capitalize on that qualified and enthusiastic staff.
 Experienced executives have not necessarily relative ease and know
 technology to easily oversee the management of change, or
 worse they might present the new erroneously software. In
 However, we can trust the previously trained technical staff
 to drive the adoption of new technology. In this regard, the
 communication is once again the key. Determine the correct relay in
 its staff is a first step, but to train them properly
 new technology is the second. HR departments, in close partnership
 with IT services providers and managers should give staff
 the time and the resources to be comfortable with the new
 software. This can be accomplished via on projects testing phases
 specific preparatory to deployment across the enterprise. Show
 your employees the benefits and present their concrete results. These employees
 enthusiastic and confident with the technology adopted can even become your
 “Evangelists” with this method of testing phase. Employee
 convinced, gains on the processes and daily activities made
 a new software solution will act as ambassadors
 their colleagues. They could even potentially identify other sections
 of the company where the solution could be implemented. The human factor
 should not be underestimated.

Facing teething problems and
 look to the future

 HR role extends well beyond the implementation. In large
 business, there are always employees who are not as comfortable
 with new technologies than others. After heavy investment,
 it is not desirable to frustrate some of the staff or see
 attempt to circumvent the new processes. The sooner these points can
 be treated, the better because it avoids leaving frustrations
 grow among staff. HR departments can trace the
 problems faster with management and work hand in hand
 with staff but requiring additional training plans if
 need. Attentive listening problems will allow employees to remain
 satisfied and productive.

 companies must rely on HR departments to build a
 corporate culture that is ready for change. This is a key point for
 large companies whose staff is spread around the world.
 Only when employees are actually willing to adopt a new
 technology as its implementation will reach its maximum potential.
 Look to the future and give up obsolete business processes …


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