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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.
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.
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