People don’t like change. They never have and they, arguably, never will. Nowhere is this more poignant than with new software!

You are trying to keep up with technology, but when you finally bring in that ingenious payroll system that integrates on every type of machine, from phone to pc, there may be some resistance. BUT you are may be very glad to have a few people ‘pestering’ you the entire day about how to use it because it means that at least some people are switching over.

Unfortunately, the remaining 95% continue on with payroll as if you did not announce the system or hold a meeting explaining how to use it.

It can be painfully frustrating, but before scrapping anything, there are a few things you can do to make implementation more permanent:

Be stubborn.

If those that firmly resist the change see you bend in any way, they will keep using the old system.

Remember why you allocated the funds to buy the software. It was to make your systems run smoother and compartmentalize tasks that can now be automated. If people are not doing this, the money used to buy the system was wasted and your endeavor will be seen as an office-wide failure. If someone does something the old way, sit down with them and have them do it the new way. By showing them the only acceptable way is through the software, they will be quicker to catch on.

Be communicative.

Keep an open door for those with questions. Similarly, continually send out how excited you are about the new system. This will affect others and spread acceptance long before the software even arrives. With an open door, all fears and concerns can come your way and guarantees you aren’t accidentally shunning those that have an invested interest in understanding the reasoning behind the change. If you tune them out, they will most likely become your biggest opponents once the switch happens, if only out of spite.

Keep it simple.

As you hold your preliminary meetings to teach everyone how to use the new software correctly, show only the basics. Not everyone in the office is technologically adept, and if they see you performing 50 different actions for one goal, they will become frightened and bad mouth the system. Instead, think about holding two different types of the meeting. The first should only go over the new task or tasks it is replacing. Nothing more. The second should be optional and feature all of the other things the system can do. This will severely decrease resistance based on fear.

One of the best defenses you have against fear of the unknown is fact!

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Build excitement, and you will have the power to present a new software and with it many new processes without a high percentage of dissension.

So long as it is not overly scary, people can usually be convinced the change is for the better, and by going along with it, they are contributing to the well-being of the company overall.

© New To HR