People, Process, and Technology: The People Side of FSM Upgrades and Modernization
When an organization is looking into upgrading or modernizing their Field Service Management (FSM) solution it is the technology and process components of the transformation that often get the most attention—but the people side of a transformation is just as important.
In fact, the people side of change is expected to become an even larger component of organizational success in the next decade, with change resistance listed as a major risk by many CFOs.
The People Side of Change
Leadership has the advantage of seeing the big picture view of how an FSM solution will benefit an organization. However, it is harder for employees stuck in the middle of a technological transformation to be invested in that change—as they still have a job to do, still have their own lives and issues, and often have no say in the changes being made.
Even for employees who do understand the big picture goals of an implementation, in a world where change has been unrelenting, it is easy to see why people might be resistant to change at work—due to a phenomenon known as change fatigue.
What is change fatigue and change resistance?
- When an employee is dealing with too much change; or doesn’t feel like they are a part of or understand the changes that are happening, they can get overwhelmed or resistant to adopting new processes and technology.
- This may lower job performance, cause them to go back to their old way of doing things, or not fully utilize the solution.
- Ultimately, this leads to a poor ROI.
Tips for Dealing with Change and Change Resistance
If most organizations are needing to modernize right now due to circumstances outside of their control, and the need for technological upgrades has risen dramatically; how can an organization mitigate the people side of project risk?
This is where something known as Change Management comes in. Even at the best of times, change adoption rates will impact the success of an implementation, and Change Management is responsible for making sure that change adoption happens:
- Communicate with employees about the changes that are and will be happening; invite feedback, address concerns, and be as transparent as possible.
- Get employees onboard by embracing change from the top down; leadership needs to show enthusiasm for the changes occurring.
- Let employees know what’s in it for them; when benefits are properly illustrated people are more likely to get excited about change.
- Make sure training and end-user customization makes sense for your teams; if it’s easier to learn and easier to use, employees will want to use it.
- Be prepared for a wide range of reactions; some people might be onboard from the start, others may be resistant throughout the process.
- If someone is causing problems, be understanding, invite ideas for a resolution, but be clear with your expectations.
Change Management and Your FSM Solution Partner
If your FSM solution partner isn’t invested in making sure your employees are a big part of your solution, you may not end up with the results you’re looking for. An organization’s people are an integral part of that organization’s future, direction, and success—so they should always be included in solution optimization.
Looking for help transforming your business? We’re here to help with every aspect of your FSM solution, including the people side of change.
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