Anyone who has implemented a new IT system in a company knows this problem. Management is convinced that the decision is right, IT has put months of work into the project, and employees... still prefer the old solution. They open the previously used software instead of the new system, save data in notebooks or simply ignore the implemented tool. Why does this happen and how to convince employees to use the new system? In this article we will show proven methods that help in such situations.
Many implementations fail because companies ignore one key factor - the human factor. A new system, although technologically advanced, is something unfamiliar to employees and is associated with additional work. The most common concerns are:
The result? The new system becomes an add-on that no one wants to use. Companies lose money and employees go back to manual processes. Fortunately, this can be prevented.
The worst thing you can do is to impose changes without consultation. People don't like something being “pushed” on them from above. How do you convince employees that the new system is a benefit, not a constraint? Involve them in the process as early as the tool selection stage. Ask key users what features are important to them. Conduct a short workshop where employees can voice their needs. This is an easy way to build commitment and avoid resistance.
Don't say, “The new system has advanced integration with ERP and automates workflow.” Employees don't want technology - they want easier work. Rather, say: “With the new system, you will no longer have to manually transcribe data from Excel.” Or: “Now orders will be processed automatically, so you'll avoid mistakes and nervous situations.” Talk about effects, not functions.
People are skeptical of changes until they see them really working. That's why it's a good idea to start by implementing features that will have an immediate effect. This could be a 30% reduction in order processing time or a reduction in invoicing errors. When employees see real benefits, they will be more willing to use the system.
Long, boring presentations and 50-page manuals? Forget it. Employees don't have time for that. Instead, bet on short, interactive training sessions: 15-30 minute online sessions, instructional videos or quick small-group workshops. If users can learn something in five minutes and apply it right away, they are more likely to start using the system.
People like competition and rewards. You can take advantage of this by, for example, organizing a ranking of users who have gone through the training the fastest and started using the system. It's also a good idea to award the title of “Master of the new system” to the most active users, or small prizes to the teams that implement the new process the fastest. This is an easy way to turn a chore into something more engaging.
New IT systems often face resistance because users don't know who to turn to when they have problems. How do you get employees to use the system? Give them confidence that they will always find help. Ideally, there should be a person in the company (e.g., a so-called superuser) who answers questions and helps in the first weeks. You can also create a group on Slack, Teams or WhatsApp, where users can quickly report problems and discuss the challenges they face.
Implementing a new IT system doesn't have to end in frustration and a return to old processes. If you approach it strategically and consider the needs of your employees, you have a chance for success. The key is to get people involved from the beginning, communicate the benefits, get quick results, provide short training sessions and provide real support. Then the new system will become a tool that actually helps, instead of just another chore.
