“Basic instinct allows us to see the change, but not the bigger picture and the benefits change will bring”
Switching to new software in an organisation can be a major headache. Jane Hames, an experienced IT trainer, explains how to minimise the pain
As any experienced IT professional will know, changing an IT system isn’t as simple as buying a new product and rolling it out to employees. There are many implications for users that, if acknowledged, will make for a much smoother and more positive go-live.
An IT trainer’s role in the project may appear to be simply to learn how the new system operates and train the users in how to use it – rather naively, I approached my first role on this type of project with the attitude that it would be as easy as that! Rather, one of the upgrade trainer’s key roles is actually to communicate what the changes are, and how users will benefit from them.
I don’t often get involved in the more nitty-gritty technical aspects of upgrade projects. Instead, by being the user-facing “people person” I have the opportunity to take an objective view from the outside. This enables me to make suggestions for actions we could take early on, to ensure a positive experience for users when they get to the point of transition from one system to another.
Let’s use a real-world example. I once worked with a large company that was changing both its business (ERP) system and its programme/project management software in a short space of time. This can often happen; changing one thing means changing another to ensure that systems and processes integrate properly.
On this project, I worked closely with the IT consultants and businesschange consultants to develop a training programme. I didn’t meet any end-users until the time the training was delivered. This certainly led to some interesting training sessions! However, they did prove to be useful learning opportunities for the end-users, the company itself, and for me as a training consultant. It was a great way to gain some perspective on the overall process, and to be in a position to offer useful advice to organisations faced with large-scale system changes.
Here are some questions that you could ask yourself when you next work on a project such as this:
Can the users quickly see the benefits of the new system?
If the answer to this is currently “no”, then think about how you can change this situation – and fast! System changes can be huge projects in terms of cost, time and resources. In my experience, failing to invest some of that time in getting endusers on-board early can cause delays to “business as usual” postimplementation.
For an IT professional, it can be easy to become engrossed solely in the technical aspects of new software. I wouldn’t blame anyone for this! As a trainer, however, there have been times when I’ve been afforded a very different perspective. I’ve had my ear to the ground, on the “shop floor”, and heard things based on rumours that change is on the horizon…big change.
Users have spoken negatively about the very idea of new software as soon as the rumours start, throughout the implementation and continuing after go-live. We’re human beings, after all. Basic instinct initially allows us to see the change, but not the bigger picture and the benefits this change will bring.
How can we start getting the users on-side from the outset?
Depending on when and how the organisation communicates the fact it is investing in new systems, some users may be wondering why this change is happening.
From the point of view of those directly involved in the project, it might be obvious. Maybe you’ve spent months finding out what systems are available, what similar organisations are using; read countless reviews or even trialled different options to help with the decision-making. Perhaps you know that the investment is absolutely worthwhile because it will save time, deliver a better service to customers, provide more useful data, or save the organisation money.
Not everybody will have that knowledge. In a large organisation it’s virtually impossible to consult all users during the decision-making process. Instead, most companies get input from a selected cross-section of the organisation.
Think about what you can tell the users up-front, before the rumours begin. Communicate the reason the change is being made and how the decision has been made. There are lots of ways in which you can do this, and you’ll need to decide what’s best for the size and culture of your organisation. Just bear in mind that as humans, some of us prefer face-to-face; others prefer emails or phone calls… It’s a challenge to cater for everyone, but providing options to suit the majority will prove worthwhile.
I’ve seen “roadshows”, which, although timeconsuming and resource-heavy, have enabled users to ask questions, air concerns and view live demos.
Send out direct invitations if you can (even if it’s simply a MailChimpstyle newsletter). People are more
“Changing one thing can often mean changing another to ensure systems and processes integrate properly”
likely to attend an event that they’ve been invited to by name.
An email containing a PowerPoint presentation will only be read by a small percentage of people; an email containing a short video explaining what’s happening will likely catch the eye of a greater number of folk.
Think about how you can filter the idea throughout the organisation. Get a variety of sponsors on-board. Don’t just ask managers to notify their teams; involve different types of user from a wide range of roles or grades within the organisation. Time and time again I see a solely “top-down” approach, which is likely to result in resistance.
Consider a sales approach: you may not be a salesperson, but getting into a sales mindset can be useful when communicating benefits. You know what they are, but how can you explain these to everyone else? Think about the features of the new system, the advantages these features offer, and how they’ll benefit different types of user. What words, language and “message” will be most relevant to them? If the go-live is to be successful, you need everyone to understand what the benefits are to them as individuals, not just the organisation as a whole. This will have been considered when selecting a new system, but it isn’t always easy to fully understand the impact until testing – or, in some cases, post-implementation.
I can certainly think of some instances when the size of the impact hadn’t been communicated to the users early enough. During some training I delivered, it suddenly dawned on one user that his job was going to change significantly in a way that he hadn’t expected, and no solution was immediately apparent.
I don’t believe anyone was to blame; it was simply part of the reality of changes of this scale. Over a short time, process and human adjustments were made so everything ran smoothly again – but at the time, it came as a bit of a shock.
A big part of getting everyone on-side is being open about the fact that there may be some unexpected results, and that postimplementation, the system and the processes might need tweaking. It’s only natural to be positive when trying to get people on-board, but in my experience, I believe that a little realism can go a long way. Yes, promote the positive aspects – they’re the main reason for this investment in the first place – but be honest and set realistic expectations. If end-users feel their feedback is a valued part of the process, they’re likely to feel more engaged with the project.
Should we integrate business process training with IT (tool) training?
In my opinion, yes. I’ve seen this work very well, where part of my role is to sit with consultants to understand the business processes and how the tool has been designed to accommodate these. The new tool may be of little use in isolation; its value lies in how it’s used to run an individual entity.
As a trainer, there’s no way I can be an expert in every area of a business. With this in mind, having knowledgeable business representatives who are contactable during, or immediately after, training is invaluable.
Each training session could then focus on a specific area of the business. Users may have questions relating to their own specific role, which could be answered only by an expert in that area. They’d likely gain confidence knowing that the trainer has someone to direct their questions to, so they wouldn’t have to waste time finding answers for themselves afterwards. Be prepared for the chance that users may come up with questions or issues that haven’t yet been thought of. The majority will have come up during the testing phases, but there’s nothing like using something on a live project!
How will last-minute changes affect training?
Contractual deadlines are looming and the training is scheduled to take place tomorrow. Making significant changes to the system the day before the training is scheduled could result in the trainer delivering incorrect content. There isn’t a simple solution to this issue if the change is necessary and the training can’t be rescheduled. So how do we cope?
Having been in this situation before, I believe it’s part of the trainer’s role to ensure that the business consultants and developers appreciate how last-minute changes can affect training. Small changes are less likely to present a problem, but if an entire process is altered then the trainer will need time to understand how the tool is going to be used for that process.
Would a more agile and flexible approach to the project be beneficial in this situation?
Are commitment and motivation going to be affected?
This may not be something any business expects to see, but it is possible. I’ve witnessed it, especially with those who have been in their role for a long time. Asking people to change how they do their job can prompt a negative response. Be prepared for this, by keeping in mind the ideas I’ve shared in this article.
Preparation is vital for any operational business change, and rolling out new software could well change how your team works in ways you may not have considered. Investing time and effort in making sure you’ve evaluated how end-users may be affected by the changes you’re presenting is likely to make things far easier for you in the long-run.
“Promote the positive aspects, but be honest and set realistic expectations”