Change comes with a certain set of feelings. And when it comes to change in the workplace, some employees might feel more accomplished because new technologies are allowing them to complete their work faster. Some, perhaps, will feel more certain of their roles, thanks to new standards for accountability. Yet others may feel lost as they struggle to adapt to ideas and processes that are unfamiliar.
Wherever your employees are in the ERP change management process, it’s critical to identify where they stand. How? Evaluation.
Here are several things to consider when implementing this critical, final phase of a new ERP implementation.
Remember the design and develop phase? You should, and if you were successful during this phase, some of your work during the final stage is already done. During design and development, it’s critical to have created progress- measurement processes, like tests and surveys. You should also have put realistic timelines in place to make sure your employees are adapting to and are comfortable with all new processes.
Speaking of tests. Mastery tests are an important part of the evaluation phase and should be done more than once. We recommend developing a series of tests that measures basic competency after 30 days, improvement after 60, and so on. Your timelines will vary based upon the nature of your changes and your company needs.
Throw out the softball questions. Surveys and questionnaires are excellent ways to evaluate progress within your organization. But your questions need to solicit feedback that actually provides valuable information. Here’s an example.
Weak question: “Do you like your manager?”
Strong question: What key concepts or suggestions has your manager/trainer provided that will help you work more efficiently, safely, etc.? Please provide examples.
One question can be answered with a simple yes or no response. The other allows for real thought and the opportunity to provide answers that can actually further your efforts.
If it’s broken, fix it! What’s the point of identifying areas where your training or processes are falling short if you aren’t going to do anything to fix them? Managers should actively document things like employee behavior and performance, and be sure to address any issues immediately. Managers should also be willing and able to coach employees on how to fix any issues they may be having instead of simply telling them to do so.
The evaluation process should never stop. Allow enough time for your change-management plan to run its course. If done correctly, it’s likely you’re going to feel pretty good about the changes in place. But this is NOT the time to get complacent. Evaluation should be an ongoing process that continues to provide valuable management feedback—and results.
What has worked for company? Need help influencing organizational change within your own organization? Reach out and let us know!