You’re a great boss. Even though you’re a small business you make sure your team has all the latest tools to do their jobs right. In fact, you just went out and got a cool new software. So why are all the employees complaining and not using the functions?
This new software does it all; it’s the real deal. You did your due diligence and it really works just like the sales rep said it would. This should be making their jobs so much easier. Why don’t these ungrateful employees appreciate the company’s efforts?
It’s easy to feel that way when you’ve spent thousands of dollars and lots of man hours trying to get a software up in running. Unfortunately, in most cases, it really is just a poor job of implementation. So here are some tips for implementing your next software solution:
Discover where your team’s pain is:
At the heart of every people issue is a “what’s in it for me” question. Getting employees on board with change is a sales process. And every salesperson knows to close the deal you have to know the prospects’ “pain” then offer a solution to it.
A significant portion of your employees’ pain will be the fear the software will replace them. Communicating the vision of the software will help. Showing them how a smooth implementation allows them to either take on new tasks or lessen their burdens can create employee buy-in.
Starting with listening to employees will help. Involving key role players in the process can help identify “business impacts” and gaps that need to be addressed. There is nothing worse than finding out your most important report has to be cobbled together from three “standard reports.”
Picking people with the right knowledge and a positive outlook reduces risk on the frontend. You can also use them on the backend as “super users” and “advocates” during/after implementation.
Understand what you are buying is likely not customized.
If you are a small – medium sized business the software is likely “off the shelf.” This means it is designed with a broad group in mind. Those reports I mentioned, umm, yeah they are not included so you will need to pay someone to write them.
Discovering the gaps on the front end will ensure you and your employees are prepared. You may want to re-read the first point above. However, it is unlikely your new software will be everything you need.
Be prepared to spend additional resources (time, money, training, etc.) to tailor the system to your needs. There is a whole host of people that make a living picking up where small biz software vendors leave off. Check LinkedIn groups and boards for non-vendor options that may offer potential savings.
Recognize your “toll gates” and key dates.
Identifying the key points in the transition will help you measure your progress. If migrating the data to the new system needs to be done 60 days out you should know what you need to do for that to happen. Measuring your progress will allow you to create and implement a contingency plan before it’s too late.
Be sure to give yourself and your team breathing room. It’s probably not a good idea to do it during the busiest part of your business cycle. Some projects may benefit from end of month, quarter or year transitions. For others that is a nightmare scenario.
Realize that small biz software vendors are horrible at training.
Face it, their goal is to make you just good enough that you think it’s your fault. It’s the ultimate con-man trick. This way they keep you coming back for more help.
I have literally seen a small biz software training where the buyer never even touched the mouse. No wonder your employees hate the software (and you for buying it!) They cannot use it because they weren’t trained effectively, but you think it’s their fault.
A significant portion of your due diligence should be spent on this area. Ask lots of training questions: What does training look like? Can you build a “practice” database for training? What support does the vendor provide after the implementation? Can you run parallel systems in case there are issues with the new one? Will training be online vs onsite?
These are tough things because most vendors offer an installation not a true implementation. Small businesses are already running on razor thin margins without a lot of staff to throw at the problem.
I get it. Every minute you take someone away from their job to focus on this the less they get done. But stop and think what the impact of not investing in the implementation means?
After all, if you think you don’t have time to do it right the first time, you really don’t have time to do it twice.
About the author
Based in Dallas/Fort Worth, Tim has provided multi-state, multi-site human resources generalist leadership in areas of strategy, training, compliance, benefits and recruiting to businesses throughout Texas and 40 other states.
Tim has over 15 years of human resources, entrepreneurial, legal and client services experience. Tim currently holds the HR leadership role for an diesel re-manufacturing organization expanding it’s Texas workforce and operations. Prior to that he consulted with clients throughout the Texas and owned his own business.
Timothy Koirtyohann
Human Resources Manager, Utility Fleet Sales
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