As a rule, human beings are resistant to change. We know that once we are comfortable within a routine, it can be difficult to modify. In a large-scale system implementation, this isn’t any different. The degree to which employees change their routines and adopt new processes can significantly impact the success of an implementation and rollout to end-users. Change Management initiatives are key to assisting the organizational adoption of the new platform and processes. Hence, the “softer side” of an implementation can often be the harder side if not executed properly.
Change Management 101
First, let’s define the concept of “Change Management.” Change Management is an umbrella term for approaches that implementation teams use for facilitating employees’ introduction to new systems or processes. This could include:
- Establishing the necessary steps for change;
- Preparing and supporting employees through the transition (surveys, interviews, demos of the new system’s functionalities and advanced features, etc.); and
- Measuring success factors and monitoring pre- and post-change activities. These change efforts are critically important to help ensure a successful implementation and ultimately adoption by end-users.
Organizational change presents an entirely different level of challenges. Established processes, some which are manual and may have been in practice for years, are now being upended. This change can be intimidating to those who have been using previous, entrenched methodologies for years. So, how do we counter resistant employees, especially those who interpret “change” and “system upgrades” to mean “disruption” at best, and “layoffs” at worst? In a word, communication.
Effective communication is one of the most important factors for change management to work. Research also shows that employees prefer to receive messages about organizational change from leaders at the top of their organization. This is why it’s critically important that our organizational leaders understand the reason for change and are able to clearly articulate it in a manner relevant across the organization. We’ve also observed that employees especially need to hear from the top down that the new platform does not signal job elimination. Instead, a modern system will empower the employees to do their jobs more efficiently and grow the organization without putting undue burden on existing employees.
Communicating this shared vision across all constituents is critical, as well as sharing the idea of what success will look like at the end of the project and rollout to end-users.
The Power of Relationships and Key Internal Resources
At the heart of the role as a Change Management practitioner is the understanding of interrelationships between organizational units and processes, and the impact these relationships have on quality, productivity, and cost. In learning more about these relationships and how they interconnect, it is critical to get key employees on board with the new system and vision for the company. In our experience, long-time employees may initially be the biggest change detractors, but they are often subject matter experts on established practices and can usually provide valuable insights. For these reasons, it is a real asset to involve them from the start. Converting change opponents into change champions early is powerful in setting the right tone for the organization and getting everyone excited for the new system rollout.
Effective Leaders, Effective Success Factors
It’s one thing to talk about a vision for a transformed organization, but quite another to ensure that it’s occurring and cascading down the organization until it becomes the “new normal.” Having “success champions,” or leadership from an accountable person(s) along the way is important for continued buy-in. Having those success champions share the reason for change, celebrate positive Change Management performance metrics (e.g., performance improvements, adherence to the implementation timeline, project KPI measurements, and employee attendance at training sessions) will be inspiring for all involved.
Another great point about performance metrics: just like on the technical side of the implementation, it is important on the Change Management side to measure and document progress. Sharing and celebrating positive results that indicate improvement is a great way to boost company morale throughout the duration of the project, as well as build anticipation for its successful conclusion and rollout.
Conclusion
As Change Management champions, we can attest that the process has its own set of specific challenges, and as such its successes and failures can boost or inhibit an ongoing engagement. However, investing the time and effort into helping employees embrace the change that is part of any implementation, is an investment in our clients’ success – which we know is ultimately Vitech’s success.
For additional items to consider during your transformation journey, see Vitech’s recent blog post, What Group Insurance Companies Should Consider When Selecting Administration Systems.
As a rule, human beings are resistant to change. We know that once we are comfortable within a routine, it can be difficult to modify. In a large-scale system implementation, this isn’t any different. The degree to which employees change their routines and adopt new processes can significantly impact the success of an implementation and rollout to end-users. Change Management initiatives are key to assisting the organizational adoption of the new platform and processes. Hence, the “softer side” of an implementation can often be the harder side if not executed properly.
Change Management 101
First, let’s define the concept of “Change Management.” Change Management is an umbrella term for approaches that implementation teams use for facilitating employees’ introduction to new systems or processes. This could include:
- Establishing the necessary steps for change;
- Preparing and supporting employees through the transition (surveys, interviews, demos of the new system’s functionalities and advanced features, etc.); and
- Measuring success factors and monitoring pre- and post-change activities. These change efforts are critically important to help ensure a successful implementation and ultimately adoption by end-users.
Organizational change presents an entirely different level of challenges. Established processes, some which are manual and may have been in practice for years, are now being upended. This change can be intimidating to those who have been using previous, entrenched methodologies for years. So, how do we counter resistant employees, especially those who interpret “change” and “system upgrades” to mean “disruption” at best, and “layoffs” at worst? In a word, communication.
Effective communication is one of the most important factors for change management to work. Research also shows that employees prefer to receive messages about organizational change from leaders at the top of their organization. This is why it’s critically important that our organizational leaders understand the reason for change and are able to clearly articulate it in a manner relevant across the organization. We’ve also observed that employees especially need to hear from the top down that the new platform does not signal job elimination. Instead, a modern system will empower the employees to do their jobs more efficiently and grow the organization without putting undue burden on existing employees.
Communicating this shared vision across all constituents is critical, as well as sharing the idea of what success will look like at the end of the project and rollout to end-users.
The Power of Relationships and Key Internal Resources
At the heart of the role as a Change Management practitioner is the understanding of interrelationships between organizational units and processes, and the impact these relationships have on quality, productivity, and cost. In learning more about these relationships and how they interconnect, it is critical to get key employees on board with the new system and vision for the company. In our experience, long-time employees may initially be the biggest change detractors, but they are often subject matter experts on established practices and can usually provide valuable insights. For these reasons, it is a real asset to involve them from the start. Converting change opponents into change champions early is powerful in setting the right tone for the organization and getting everyone excited for the new system rollout.
Effective Leaders, Effective Success Factors
It’s one thing to talk about a vision for a transformed organization, but quite another to ensure that it’s occurring and cascading down the organization until it becomes the “new normal.” Having “success champions,” or leadership from an accountable person(s) along the way is important for continued buy-in. Having those success champions share the reason for change, celebrate positive Change Management performance metrics (e.g., performance improvements, adherence to the implementation timeline, project KPI measurements, and employee attendance at training sessions) will be inspiring for all involved.
Another great point about performance metrics: just like on the technical side of the implementation, it is important on the Change Management side to measure and document progress. Sharing and celebrating positive results that indicate improvement is a great way to boost company morale throughout the duration of the project, as well as build anticipation for its successful conclusion and rollout.
Conclusion
As Change Management champions, we can attest that the process has its own set of specific challenges, and as such its successes and failures can boost or inhibit an ongoing engagement. However, investing the time and effort into helping employees embrace the change that is part of any implementation, is an investment in our clients’ success – which we know is ultimately Vitech’s success.
For additional items to consider during your transformation journey, see Vitech’s recent blog post, What Group Insurance Companies Should Consider When Selecting Administration Systems.
