Introducing new business systems — and the methods by which they’re introduced and marketed to employees — has an immense emotional impact on staff at all levels within a company. Owners who assume employees will continue to give their all to the business, following the introduction of a new mandatory system compliance announcement, might be in for a rude awakening. If the process isn’t appropriately introduced, validated and managed, discontent and demotivation are likely to spread like viruses throughout the company. The financial and emotional impacts can be devastating. Therefore, no new system should be introduced without considerable forethought about its impact on staff.
When owners implement new systems without allowing enough time for justification and acceptance, management and staff will react with varying degrees of anger and resentment. This also might precipitate lower productivity levels, poor morale, heightened interpersonal conflict, poor time management, increased absenteeism, cynicism about the company’s future, and even sabotage.
The responsibility for ensuring this process is implemented effectively rests largely on the shoulders of owners, followed by senior management, who must acquire the skills to negotiate organizational change effectively. Only motivated, effective and well-informed leadership can meet the enormous challenges posed by the introduction of new systems.
However compelling a system might look on paper, it becomes a reality only when it’s accepted and implemented by those who have to manage (senior management) and operate the new processes (staff). Managers need to develop the personal skills necessary to deal with the anger, questions, defiance and difficulties of their staff. During the initial introduction of any new system, it’s vital to affirm the importance of employees in its successful implementation. This can be expressed through considerate treatment of those who are being asked to accept the changes.
Human capital is often an organization’s greatest asset — and its primary competitive differentiator. However, human capital is marginalized sometimes when owners focus solely on productivity and profit. The importance of the employee buy-in factor must never be underestimated when introducing systems.
I leave you with this quote: “Everybody is in favor of progress; it’s the change they don’t like.” pmp
You can reach Goldglantz, president of Pest Control Marketing Co. and author of Marketing Matters, at hgpcmcinc@aol.com.
Click here to buy Marketing Matters by Harvey F. Goldglantz.
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