Users are resisting training for the new ERP system. How can you ensure successful adoption and utilization?

Users should be objectively engaged from the initial stages of the project. If it can be done from the RFP/ITB development stage, that’s the best approach. Then the users have a sense of belongingness to the project and get the feeling that it is their project and not something that is pushed down on them. If they are engaged from the beginning and their views are obtained, the resistance at the implementation and training stages would be less,

The business goals and objectives of the ERP initiative must first be clarified and agreed with top management. These must be clearly communicated to employees. Furthermore, it is essential for actively listening to and understanding their functional requirements, expectations and worries before explaining how the deployed ERP can improve their working conditions.

Resistance is always present when change is involved. Individuals become uncomfortable and do not feel as confident as they would like due to its novelty. There may be many unknowns and uncertainties. If the trainer builds a relationship with the trainees and listens rather than just trying to be heard, it can ease all the above issues. It takes a village, and those involved need to feel comfortable and willing to learn and engage. Not everyone can train, and not everyone can be trained if the attitude is not willing. Support starts with the C-suite and must be supported throughout. Ultimately, it comes down to breaking through barriers.

A holistic overview of the ERP system with integrated modules and its single source of real-time truth for effective cross-functional collaboration can be explained to top management and ERP users. Detailed information about the features of relevant ERP modules with hands-on experience is provided to users according to their functional departments. Another training session with users from related functions is needed to learn how to coordinate their activities when performing a business process like procure-to-pay with the ERP system. Top executives and departmental heads can be trained about ERP capabilities for supporting accurate and timely decision-making with reduced risks. An online ERP knowledge base is available for authorized staff.

There isn't huge demand for in-person workshops - the growth is online and AI supported self-study. But there is still a need for such workshops and motivated trainees is a key reason. I see these drivers: 1) It's on-site, in-person and much harder to SKIP, short change or avoid :-). A good tailored workshop starts and ends with the C-Suite. 2) It is much more RELEVANT to the trainees and their business. A good trainer spends as much as the whole first day doing discovery - current state, pain points and aspirations of all stakeholders and trainees. 3) A good trainer ENGAGES the trainees through relevance, questioning, judicious hands-on, demos, and, yes, humor! All of these are hard to impossible to pull off with self-study.

Switching over from legacy systems to ERP is a big change. Users must be explained not just the benefits the organization will get, but what would they get benefit is more important. It may be in terms of clear roles and responsibilities, performance indicators, visibility of operations, etc. which will increase their productivity. They would be contributing to the organization with high internal satisfaction. In addition, with a new ERP, their skills and knowledge will improve which will make them fit for the better career internal or external.

An ERP system helps to streamline business processes with automated tasks to eliminate manual errors and well informed ERP users to make the right decisions when performing their activities and collaborate effectively with their colleagues in other departments. It synergizes the workforce throughout the enterprise with a reliable, comprehensive and user-friendly information and decision support system for achieving the organizational goals and objectives.

Champions of the ERP projects should be given the right authority to make decisions in all aspects. If needed, they should be given refresh training under experts on (1) overview of the ERP, (2) Team Management, (3) Change Management, etc. Providing an external consultant(s) will be a good strengthening support to the champions to make productive decisions.

Change champions can be subject matter experts like departmental heads who master their functional business processes and power users or non-IT employees who are very skillful ERP users. They help to motivate and engage other employees in adopting and using the ERP system optimally. After the ERP goes live, they can provide ongoing ERP training for new employees or new ERP features to be deployed in the enterprise. They contribute to continuously improve the processes with the regularly upgraded ERP capabilities.

Ongoing support is a critical post-implementation ERP operation which ensures that employees remain motivated and engaged to use the ERP system effectively and efficiently for achieving the business goals and objectives. The first support level is the helpdesk which escalates unresolved issues to the internal ERP consultants who can contact the ERP vendor for more advanced help. There can be an online self-service ERP knowledge base with support materials like user manuals, tutorial videos and frequently asked questions with answers updated by the helpdesk.

In my experience, the major concern of the user is their own individual performance. They are afraid that if they are not able to work effectively on new system, their work might get delayed or performance might hamper result in direct contribution on their earnings. Human mind is always resistive and afraid of changes because it likes to be in comfort. As a stakeholder, you should give them confidence that the system is not going to make trouble but help them in day to day work. One needs to be assured on his job status even after big change organisation going on such as ERP implementation. Usually people are afraid because they feel ERPs are designed to reduce the manpower, that's not true, infact it is designed to make humans efficient.