Overcome user resistance to new ERP systems

ERP solutions are the go-to technology for all types of business planning, business intelligence, project management, and implementation. no matter the industry, ERPs’ usage is dynamic and universal. the actual fact because it is also, it’s also true that when companies usher ERP solutions into the organizational fray, there’s certain to be resistance to alter. Employees dislike when there is a shift within the establishment, in any capacity, and that’s why a corporation must be prepared before to tackle user resistance. During this blog, we allow you to gain some tips and tricks that your workplace could use to handle and mitigate user resistance to ERP implementation.

Fortunately, there are several things you can do to beat user resistance among your employees. The following tips are designed to assist you in doing just that.


Regardless of the explanation, research shows that organizations can mitigate user resistance to new ERP solutions by putting into place several key strategies:

Make the Business Case for Change

Laying the groundwork for a brand-new ERP system will help users realize its benefits. To start, companies must build the business case by conducting an intensive business analysis and current state analysis. This exposes where the organization can improve and where an ERP system can help. so, company leaders must share this insight – and their future state vision – with all employees.

Communicate Thoroughly and Transparently to the complete Organization

After building the business case, organizations have to communicate with the whole company transparently regarding the method. This suggests articulating the vision and direction, and the way the technology will fit into it. It also requires speaking to employees to answer any questions or concerns, and gathering their ideas on a way to improve their job and also the company as a whole.

Have an Executive Sponsor

Senior management support can go an extended way toward mitigating user resistance. Most communications regarding the project should come from the highest, and therefore the company’s executives must present a unified front regarding the need and benefits of the new ERP system. Having top management behind the initiative helps make sure that process, organizational and role changes happen in an exceedingly timely fashion.

Deliver Proper Training

Employees will have to be comfortable with the new system. Training begins with an intensive needs assessment to see what sorts of training are going to be needed, and who are going to be trained on what modules. Users will need dedicated time for the training, also as access to support for questions they will have after go-live. It’s also helpful to supply continuous training to strengthen knowledge and help employees learn new skills within the ERP system.

 Involve Others within the Selection Process

Hopefully, you took a number of the knowledge detailed in previous posts to heart and selected an ERP system selection team to assist you choose the one best for your business. This can be an excellent way to avoid any resistance within the first place. After all, the more say your employees have had within the selection process, the more ownership they’ll feel, which should lead to less resistance within the future.

Don‘t Keep Your Employees within the Dark

Communication within the workplace is often essential, especially when any change is within the works. Keep your employees updated on the ERP system selection process and certify they understand how the new ERP system won’t only benefit the business but themselves and their positions. Employees are much likely to be proof against change that they recognize they’re going to like.

 Confirm all of your Employees Have Sufficient Training Time

This provides your employees the time not only to find out a way to use the system but also address any problems they’ll be having. detain mind that not all employees learn at the identical pace, so some may have multiple training sessions before you go live. confirm everyone has the time they have and doesn’t feel rushed. you’ll also have to reassign a number of their daily tasks to permit them to focus solely on their training.

Don’t Move Too Quickly

It is never an honest idea to implement a change overnight, especially one as big as the implementation of a replacement ERP system. Give your employees sufficient time to process the upcoming change, also as they learn the particular system. If possible, don’t go live until all of your employees (especially those that work full-time) feel comfortable using it. If you want to go live before most are adequately trained, make sure there’s always someone within the building to help them if he or she runs into a controversy.

 Have Onsite Assistance for an Extended Time

Even your employees who seem to understand the new ERP system back and forth may run into a controversy or two during the primary few days, or maybe weeks, of going live. This can be why it’s so important to create your employees aware (during the training stage) that they’ll expect help when going live. Knowing that they’ll estimate assistance during the primary week about going live may be a good way to stop resistance and possibly make their training even more successful.

 Uncertainty about the longer term

Lack of sufficient information about the long run direction of the organization because it affects individual staff is also a source of resistance to the change process. a number of them even fear losing their jobs. As you recognize, one in every of the parables around many organizational changes is that somehow people will lose their job.

Employees most at risk of the fear of what the long run will bring as a result of the change are the long serving staff within the organization which will not be easily trainable and other people that currently yield influence within the current founder.

 Fear of losing Influence

Some employees across the organization and across all levels have established themselves as points of reference in the current foundation. they’ll be architects of the present processes or systems in use and thus fear that their influence will disappear with the new change.

Feeling of exclusion from the change process

Some people resist change simply because they need not been a part of the people tasked with effecting the change within the organization. They therefore feel excluded within the change process and hence the resistance. Such staff have opinions of themselves as people to consult and hear within the organization. They feel that individuals consult them for their point of view on things and so, in such a vital change as implementing an ERP System, they ought to be involved. folks that feel this fashion may be a serious source of risk for the project and a significant headache for the change management team. they’re the traditional loud type and not reserved in expressing their opinion.

Lack of required skill necessary for the change

For the workers of the organization, implementing an ERP solution means acquiring new skills to be ready to use the new systems. The fear or apprehension that one doesn’t have what it takes to find out these new skills may translate into resistance.

Change not properly communicated within the organization

Lack of proper communication of the approaching change, the requirement for it and also the benefit to be derived from it, breeds confusion and uncertainty. When people don’t seem to be clear about the necessity for a specific change they’re certain to resist it or at the best, won’t support it.

 Addiction to the old way of doing things

Ordinarily people are more leisurely with what they know and are hesitant trying new things, lest their incompetence are revealed. People falling under this in ERP Implementations are those not too comfortable with technology. These people don’t want the establishment to be disturbed. They just like the old way of doing things. you retain on hearing from them that the old system could do that or that easier than what you’re showing them, thereby questioning the essence of the change.

 Lack of trust

It may be that the organization has had some bad experiences in past change ventures, that the staff developed a sense that any new venture will end in failure. This attitude may at the best cause a scarcity of enthusiasm about the change initiative or at the worst outright resistance.

Pitch a robust Business Case:

The first step towards stalling user resistance to ERP entails presenting a powerful justification for the requirement to implement the ERP solution within the office. The project managers and other management staffers must meet to try to do a radical discussion and analysis about how the inclusion of an ERP solution will end in the turnaround of the business permanently. The organization’s top-level executives must also possess answers regarding the various business gaps that the ERP system will help fill. The more solid and research-backed inputs are placed on the table, the more convinced the staff will become.

Keep All Communication Lines Open:

After the organization’s top-tier staffers have brainstormed, and readied a plausible business case, the requirement for change must be communicated with utmost clarity and accuracy at the least bit levels. Practicing succinctness is that the key, and can help in navigating through user resistance to ERP. Also, employers and managers must make sure that they convey the “bigger picture” (as within the vision, what are the goals the organization hopes to achieve) about the ERP implementation to the workers. The more well-informed and well-aware the latter are, the more accommodating they’ll be about using the ERP solutions within the workplace. Additionally, and most significantly, it’s recommended that leaders and managers encourage employees to ask questions, pose queries they’ll have about the ERP solution and implementation.

Ensure that Top-Tier Executives and Managers are Onboard:

User resistance to ERP could also be difficult to beat if the highest position holders within the organization don’t seem to be on the identical page about the ERP implementation process. ensure all the key players within the corporate are lending their vocal support to the new impending change.

Strategies to manage resistance to vary

The support and commitment of the senior management

The support and commitment of the senior management of the organization to the change process is extremely important. Without this, the change is dead on arrival. it’s important that almost all of the communications regarding the change come directly from the highest management for max impact. Also the method of constructing the needed process, organizational and role changes can only happen timely, with the support of top management.

Getting the support of opinion leaders within the organization

Some people are listened to within the organization, they need a true following and their opinion on issues matters an excellent deal. Securing the support of such people makes the duty of the change management team, in selling the change, plenty easier.

Provide Training to any or all affected employees

Employees should be comforted that they’ll receive the desired training and support necessary to use the new system. There should be proper training needs analysis, supported the determination of the method, organizational and role changes. The results of this could go in a well formulated training strategy. The training should be conducted at the acceptable time using scenarios relevant to the organization and real examples from the organization. With adequate training, the staff can properly fit the change introduced by the ERP Systems, thereby making them receptive to the change more easily.

Develop a correct communication strategy

Communication includes both the message and also the channels of delivering the message. the proper message precisely explaining the change and also the need and good thing about the change should be formulated. Equally important is the channel to be utilized in conveying the message. 

It is important that the message is delivered by someone of authority. Here, the change management team may seek the assistance of top management, preferably the President/CEO of the organization to deliver the messages

Developing a powerful case for the change, and selling it

It is assumed that before implementing any ERP Solution, a correct business case has been developed. The case for the change is also strengthened further as you bear the business analysis stage and other people begin to work out the real gap between what’s on the bottom currently and where the organization wants to travel. However, unless the necessity for the change is correctly communicated within the organization, there’ll be resistance to the change being implemented.

All these changes must be understood by the staff, and this is often a key function of the change management team. The change management team will communicate these changes clearly and at the acceptable time. 

Make a transparent statement, which should be reflected in actions, that the choice to alter has been taken and can not be reversed

People trying to resist change should have less opportunities to try and do so. they ought to be made to know that the choice has been made to chart a replacement direction for the organization, which decision is irreversible. Therefore, it’ll be in their interest to maneuver together with the change. they ought to be reassured that they’re going to not be alone within the journey and can be properly trained to be ready for the change. It’s vital that individuals know from the onset that they can’t return to the establishment to stop them from hanging on to the hope that, could also be the change is going to be reversed.

Implementation teams – should work closely from The Change Management Team 

In requirement gathering sessions with the view to determining very early within the journey the likely process changes, organizational changes, and roles changes, and communicate this clearly within the organization.

Early identification of process, organizational, and role changes successively help within the process of defining training needs and also comforting employees that in spite of the change they need a crucial role to play within the new organization.

With their business:

The change management team should, throughout the implementation of the change process, hear concerns of the staff of the organization directly impacted by the change and check out to supply comfort and allay fears. the requirement for change and therefore the expected future outcomes should be clearly explained from the onset. 

Involve the business process owners throughout the implementation

The business process owners are those that are eventually visiting the system, and also the employees under them are those which will use it. Again your implementation is meant to handle requirements of Business or user Departments within the organization that these business process owners are heading. it’s important that they’re involved throughout the implementation. 

Engage the folks that fear the loss of influence if the established order changes

The change management team has got to try to engage folks that feel they need plenty to lose if the establishment changes, and involve them within the change process. These are also people, who as an example, are the architects of this system you’re trying to retire.

Involve Highly Opinionated Employees within the implementation

There are people within the organization that have opinions about anything and everything and that they prefer to be heard expressing it. it should be a decent idea to involve such opinionated people in one role or another, within the implementation. These people will always have ideas and you’ll be able to, at the same time, satisfy that inner feeling of self-importance they need for themselves. Such people may function as good change agents for the business area they currently work in.

Make use of Change Agents

It is important to pick out employees from all parts of the organization impacted by the ERP implementation, to function change agents helping in driving the change initiative. These should be people highly respected within the business area they’re employed in, and will be a part of the representations of the Business within the implementation. 

Manage the expectations

From the onset, it should be clear to any or all stakeholders what’s and what’s not, a part of the scope of the implementation. This prevents conflicts and therefore the subsequent differences in attitude which will make the change manage.

Example for how Productivity within the Automotive Sector demands smarter ERP Solutions

The global automotive business is experiencing rapid change. The auto sector has begun to organize for several potentially disruptive challenges: Industry 4.0, stricter emissions regime, and also the massive push towards electrification. This worldwide restructuring of their operations and provide chains is aimed toward being profitable in a very time of unprecedented change. Key to assembling a world-class operation could be a future-ready ERP solution which will give OEMs the competitive edge.

Integrated shop floor

This data may be looped back to the manufacturing ecosystem: to inventory management, defect tracking, production scheduling and time to plug response. The IoT is additionally transforming global supply chains as suppliers track usage patterns, and answer changes anywhere within the global business, in real time.

Software-driven process

Moreover, compliance requirements for eco-friendly materials, and emission norms is generating data in their trillions that may be analysed to form value across the complete manufacturing process. 

Integration with financial functions

Here is where ERP can help OEMs to create their operations more cohesive, hunting down inefficiencies and identifying synergies. 

From legacy to cloud-based solutions:

Legacy systems can serve the aim up to some extent but the benefits of getting a bespoke solution is crucial to staying previous competition. The longer term belongs to cloud-based ERP systems that are easier to implement and manage, and integrate men, machines and materials seamlessly. This provides real time access to all or any stakeholders from a knowledge perspective without having to compromise on potential benefits that will be lost with multiple systems

Conclusion:

ERP solutions are creating end-to-end changes in manufacturing both strategically and from an operational perspective: From shop floor scheduling to alignment with both vendor and customer touch points, ERP solutions create at least one platform data accessible across a corporation and its various managerial functions. With ERP, dependence on static data is over. Access to granular data enables OEMs to optimize production, inventory management and supplier chain management and remain aligned to plug realities.

The future belongs to an automotive organization equipped with an ERP solution designed to adapt and be flexible to alter and yet be alert to the voice of the customer. With a reliable ERP solution, this may be done seamlessly, and OEMs are often better prepared for brand new and emerging disruptions.

One of the foremost issues you’ve got to accommodate in implementing an ERP system is managing such resistance from various quarters of the organization. Resistance to alter is an insistence that the establishment remains which there’s no must change it.