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. It
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
equation This
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.
It
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.
The
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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