ERP Implementation: Managing Expectations with Your New ERP System

ERP Implementation: Set Expectations with Change Management

Any ERP implementation brings about culture changes and alterations to daily duties.  These are just two of the major concerns that can become problems if not adequately addressed during an ERP implementation. Both business leaders and the members of an ERP implementation team need to be aware of the impact that these two concepts can have, especially when they're not proactively brought up to employees early on in the process. Because there's so much technical work that has to go into ERP planning - from creating thorough documentation to developing a long-term strategy with an ERP partner - these softer aspects of preparation are sometimes overlooked.

The lack of employee buy-in and some form of resentment will sabotage even the most effectively planned ERP implementations. An organization could have a platform fine-tuned and ready to start creating return on investment soon after implementation, but reticent and unconvinced staff members will lead to long-term complications and poor adoption. The resources needed to correct these problems after the fact will end up costing much more than the time and effort put in at the beginning of an implementation.

Here are some best practices that businesses should follow to manage internal expectations and generate buy-in from employees early on in the ERP implementation process:

1. Using the ERP implementation team as a conduit

The implementation group has plenty of considerations to look out for, including coordinating necessary documentation and other concerns. One area that shouldn't be overlooked is the need for an implementation team to serve as a connection to the majority of employees. Because so many of these teams are made up of staff members from across a company, there's a natural mechanism in place to encourage department-specific discussions about culture change and potential variation of how specific work processes are completed. It can be easier for an employee that closely works with others to create the positive sentiment needed for a successful ERP adoption. When this part of the overall strategy is pushed along with discussions held by and information from top executives, it's easier for businesses to create the necessary culture change.

2. Start early

Just as many employees will be excited to get a new ERP system in place and begin taking advantage of the improvements it offers, there will be staff who are worried about how it will change their day-to-day functions. For these employees, it's vitally important to plan ahead and directly address any potential feelings of anxiety or anger they may feel toward having to make what can be significant adjustments. There are some large and small steps that can be taken in this situation, with education being one of the most important. Along with the technical education that comes with a new ERP system, businesses can increase adoption and improve the expectations of staff by directly addressing them in the learning process. Dedicating some time to discussing the improvements that will be felt at an individual level, as well as the changes coming, can help staff members feel like their concerns are being addressed and empathized with.

The smaller components of encouraging change and adoption are many, and there are plenty of simple ones that can be incorporated into daily activities while ERP is implemented as well as afterward. Offering open-door times when employees can discuss frustrations and changes can help them vent and regain their focus, while offering additional educational opportunities helps those with the most changes foisted upon them adapt successfully.

The TM Group

Since 1984, The TM Group has been enabling organizations and their people with CRM and ERP solutions. We will work with your management team and the end users to be sure you get the best return on your investment.