Long-term employees resist new OR-based processes. How will you overcome their apprehension?

Overcoming the apprehension of long-term employees towards new OR-based processes involves a combination of communication, training, and involvement. Here’s my approach: Clear Communication: I would begin by clearly explaining the benefits and rationale behind the new OR-based processes. Emphasizing how these changes can improve efficiency, reduce workload, and lead to better decision-making can help in garnering support. Gradual Implementation: Introducing the changes gradually, rather than all at once, can help employees adjust more comfortably. This phased approach allows time for adaptation and provides opportunities to refine processes based on initial feedback.

It's true scenario in most of the organisations, where people are not open to new ideas and innovation. It's really hard to convince them for a new approach no matter how good it is. They need to be made aware of the emerging technologies and need for betterment. An open discussion can be done, where both can come to a point for a mutual agreement. List out the problems and their possible resolution can do wonders. AI and lean authoring is one of the example.

In my career, we are constantly forging ahead with critical thinking and risk-based monitoring of scientific data review in a global setting, from the clinical site to the pharma! Organizations have weekly meetings, and everyone has the opportunity to share their comments and concerns. We all have a clear picture of the goal and why it is essential to reach them and written timelines to work towards them; new systems from smaller companies have come out of the larger dominant companies, which can help with one hands-on service and may save on some costs! Organizations need to share how the OR can help us do our jobs better and smoothly and simultaneously make data available to all! Support our community and patients, which is the goal!

The simple answer is to include the long-term employees in the decision-making process. Make it clear to them, or help them see how the new process benefits them and the organization.

Once initial fears are fielded and identified, it's important to have top management communicate how these fears will dissipate over time, once teams are properly trained; it's also important for management to acknowledge the new system may cause some concerns but to highlight how the benefits will improve client deliverables (external and/or internal), which should reduce complaints and increase client satisfaction (this should be a goal for all companies).

Work more efficiently and faster, with better programming and systems and fewer human errors. Unfortunately, some jobs may be eliminated, new jobs may be created, and many skills will still be transferrable! I started with paper filing systems and data entry; AI is the next level! Older employees may need a younger buddy to help them with the fast-changing technology and allow them to ask questions or get assistance! Allow no shaming and a supportive environment as much as possible. Due to the cost of living, raising families, helping aging parents, and healthcare, many still need to work through the 70s. It helps to focus on yourself and embrace the stage of life you are in to succeed.

In my experience everyone wants to be heard and know what is going on around them. The process owner needs to ensure that the communication is a 2-way process. A town hall setting is the best communication format to be used so discuss the benefits.

Involving employees across all impacted levels and teams is key, as this allows for hands-on experience in a pre-production environment where users can attempt to recreate their normal processes and make adjustments as needed (and important to update any documentation). In addition, establishing a communication chain for those who are becoming experienced with the new system/process can help address questions for other users on their teams (vs overwhelming the normal support staff); these advanced users will serve as a funnel to collect and escalate priority issues quickly for the support or development staff to address.

Agree. Pilot programs can help workout the kinks in the new process itself before rollout, as well as how to communicate the process to the broader organization.

Where possible, I always attempt a pilot effort and utilize existing staff with a variety of experience before making significant changes in a production environment. This approach helps to identify any major issues, allows employees to test drive the new system and identify where additional process changes may be necessary that weren't originally obvious, as well as create a punch list for future improvements. Not every situation allows for a pilot but it should be explored as 'bugs' are cheaper to fix prior to rolling to production.