All too often, one of the most important elements of an ERP implementation is overlooked – the human factor.
Our new eBook looks at how to manage the people factor.
Bringing a new ERP system on board is a disruptive process for any organisation. And yet, how this disruption will affect all employees' in a business is not given the attention it should. This is largely because an ERP project tends to be driven by the Finance and / or IT departments in a business, and when this happens the needs of people in other departments are overlooked.
It’s not difficult to look ahead and see what the results of this will be. Staff who have not been considered, or represented, during the project will wind up dissatisfied, frustrated and stressed. If they’ve been thrown in the deep end without any reassurance about their role, their future and how the new system will impact on their working lives, they’re less likely to use it properly.
What happens then is that a business is left with a costly and disruptive system that is not delivering the full benefits to a business that it should be, because the business’s employees are unwilling or unable to maximise its potential.
It’s with that in mind that we’ve created a new eBook around how to manage the people element when implementing a new ERP system. We’ve emphasised that not only is the human factor important, it’s actually a fundamental, key part of the project that needs to be part of the design from the very beginning.
The eBook outlines:
- The problem with a narrow approach
What tends to happen is that the Finance and / or IT departments of a business drive an ERP project. They define what they believe are the requirements of other areas of the business, but in fact they are incorrect in reality and this creates later challenges. - Ensure involvement and representation
It’s essential to start the journey of an ERP implementation by bringing on board people who will be affected by the new system. This is achieved by forming a projects team that includes representatives – we call them ‘champions’ – from all areas of the business. - Shared understanding is critical
Clear communication at all stages of the project is vital. Why is the change happening? What will it mean? How will peoples' roles be affected and, most importantly, how will the change benefit the business and its employees? - Education is key
People need to understand not only why the change is happening and what the benefits will be, but they need to be reassured that they’re not going to be chucked in at the deep end. It’s important to emphasise from the beginning that comprehensive training will be provided.
People management is one of the most critical aspects of a new ERP. To get the implementation right you need to gather input from across the business. Change is difficult for many people, so it’s essential to understand and manage the anxieties they’re dealing with. The last thing any organisation wants is to invest in a costly software system that people are reluctant to use, simply because they haven’t been part of the project from the start.
