What are effective ways to increase ERP adoption rates through employee engagement?

Present generation is smart enough to adopt new system but lagging points are 1. seriousness on their role , which they need to understand that their role is key role which should not become bottle neck for whole system 2. Employees should respect other’s role in system, because everyone’s involvement is equally important to get out come of ERP. 3 we may not expect loyalty from all employees, Managment have rights to expect dedication from employees’s roles, then only we can see right out come from Erp or any system 4. No individual employee should feel that he only knows everything in the organization, which will destroy total system 5. People should follow their protocol, the movement they start bypass, No system will work.

What I believe and have experienced it over the years is that it starts from the top. First thing is to ensure leadership endorsement to emphasize ERP's importance, create user-friendly training modules, offer ongoing support, gather feedback for continuous improvement, and establish a culture that values ERP utilization.

Employee engagement has to be driven from the top, it works if the C Levels preach and practise. To get the C levels into it, get the business to put out the benefits they need to achieve and fullfill them and this needs to be advertised well.

Show, don't tell. Take the time to demonstrate the benefits to the reluctant individuals (whilst bearing in mind that some of the efficiency gains in the organisation will not filter down to every person in it).

1. project planning and right resources (top, middle management and end user) 2. always take sufficient buffer time, such project usually got delays, in case there is no dedicated project resources 3. Testing, Testing and Testing is the overall key to success the end result and ensure Go Live timely.

Make sure you are consistently providing training and support to require team and ensure to effectively interact with various tools make sure team is adapting to new product.

There is no doubt that is one of the main key success factors in the adoption and satisfacción of the system. But beyond a standard approach, a strategy must be customized to the profiles and needs of those involved. Some examples: -Customized training (to fit the different functions and skill levels) -Various learning materials (videos, interactive tutorials, manuals and practices to cater to different learning styles) -Ongoing training sessions (not just at the beginning, but as an ongoing process) -Demonstrations of benefits and practical value of the system. -Training based on real world scenarios -Accessible, agile and effective support. -ERP ambassador programs -Feedback (involves the user in the continuous improvement process)

For successful ERP adoption, tailor training to fit diverse learning styles with a mix of online courses, interactive workshops, and visual aids. Ensure the content is hands-on and directly applicable to daily tasks. Establish a support system with help desks, quick-reference guides, and peer mentors to address ongoing needs and challenges. Such comprehensive training and support not only build proficiency but also bolster user confidence and satisfaction with the ERP system.

Organization should begin with tailored training programs that address the distinct needs and skill levels of different employee groups, ensuring that everyone from tech-savvy users to those less comfortable with digital tools feels confident using the new system. Interactive workshops, hands-on sessions, and regular Q&A forums can facilitate practical learning and allow employees to voice concerns and get immediate help. Provide the time-to-time online courses, workshops, manuals, and videos, that suit the learning preferences and needs of your staff.

In my experience, making easy-to-use and easy-to-access training material and guides for all users, and start change management activities early on, are critical success factors for a successful ERP implementation project.

Make sure to properly gauge the feedback and implement the with consistent approach work with team to get these impelemented.

Regularly conduct surveys or polls to capture employee perceptions of the system's usability, effectiveness, and impact on their work. Establish dedicated feedback channels, such as online forums or suggestion boxes, where employees can voice their concerns and suggestions. Encourage open communication and active participation from employees to ensure their feedback is valued and incorporated into the ERP improvement process.

El la fase de consultoría los integradores escucharemos a todos actores de la empresa, de arriba hacia abajo. Primero escucharemos a la cúpula empresarial: qué esperan del ERP, como desean que sea la implementación, etc. en general nos darán las líneas directoras de la implantación. Luego hemos de escuchar a los jefes de área, ver como trabajan, como se interrelacionan entre si los departamentos, analizar sus dependencias y escuchar sus expectativas. Y por ultimo, escuchar a las bases, los que hacen un uso mas intensivo del ERP y a quien facilitaremos al máximo posible la interacción con el ERP para facilitar su adopción. En definitiva escucharemos a todos los actores de la empresa para que se vean reflejados en el proyecto de implantación.

I would strongly encourage anonymous surveys as some employees won't feel entitled to question/criticize choices and trajectory of ERP

The biggest peeve that the end-users have is that nobody talked to them during the requirement analysis phase of the implementation. The managers only communicated theoretical and ideal ways of handling business processes, whereas it is them who knew exactly how best things are done given the various constraints that the managers are not exposed to. Also, input from the end-users should be sought during business reengineering that should ALWAYS precede the implementation of a new ERP. Usually business processes are bent to handle any shortcomings of a legacy system or management outlook. But moving to a new system the focus is not only on how things are, but how they should be. End-users will always give you the most relevant input.

Make sure you properly evaluate ad reward employee make sure they are motivated and make sure milestones is achieved.Inspire and encourage the team members.

Una forma de reconocer a los empleados y darles visibilidad en la empresa, es hacerles responsables de la evolución de los desarrollos que se hayan implantado y que hayan sido sugerencia suya. De esta forma estarán continuamente supervisando su funcionamiento, ayudando a los compañeros con la adopción de esa mejora y planeando nuevas evoluciones que mejoren la forma de trabajar. La empresa vera en estos empleados un referente de implicación en los procesos de la empresa, que se debería de ver recompensado con notoriedad y tarde o temprano de forma económica, ya que su implicación supondrá un beneficio material para la empresa.

I will encourage publicly acknowledge and appreciate employees who provide valuable feedback, suggestions, or contributions to the ERP system. Implement a tiered reward system that recognizes and incentives employees for their level of ERP adoption, engagement, and impact. Encourage employee participation in ERP training sessions, user group meetings, and feedback surveys to gather valuable insights and promote a culture of ownership. Establish a designated channel for employees to submit ideas, suggestions, or feedback regarding the ERP system, ensuring their input is valued and considered.

Definitely Reward and Recognition feels motivated and but its is all depends on organization state ,culture and practices. Training and recognition of human resources is hidden/Invisible asset in any ERP adoptions that is overlooked by most of organizations.

Ideally, this can be addessed as part of Change & Engagement activities i.e. Appreciation/Rewards to ERP Project team (Key Users, Unit Heads, IT, etc) for their achievements!

To promote collaboration and innovation in ERP systems, organizations should foster open communication channels, encourage cross-functional participation, and provide platforms for idea generation and sharing. Establish regular feedback loops to gather input from users, enabling continuous improvement and adaptation of the ERP system to evolving business needs. Encourage cross-departmental collaboration by creating opportunities for teams to work together on ERP-related projects, breaking down silos and fostering a culture of knowledge sharing. Implement idea management platforms or innovation contests to solicit and evaluate employee suggestions for enhancing the ERP system's functionality and value.

Make sure team are collaborating sharing knowledge and communicating them make sure to streamline these process and adapt to changing needs of innovations.

Collaboration and innovation are essential for ERP adoption because they can help the organization leverage the full potential of the system and gain a competitive edge in the market. By collaborating and innovating with the ERP system, employees can access and share data from different departments, communicate and coordinate more effectively, and discover new ways to improve their processes, products, or services. For example, a sales team can collaborate with the finance team to generate accurate and timely invoices, a production team can innovate with the supply chain team to optimize inventory levels and reduce costs, or a marketing team can collaborate with the customer service team to create personalized and engaging campaigns.

El ERP es una herramienta que esta viva y en constante evolución. Los empleados han de sentirse escuchados en todo momento, viendo como sus comentarios se transforman en futuras mejoras del ERP. Esto motiva a los empleados, a seguir pensando en como mejorar los procesos del ERP y por tanto, los procesos de trabajo de la empresa y su eficiencia.

La cultura de la colaboración y del aprendizaje es fundamental dentro de la cultura y la salud organizacional. Es una manera en que los usuarios y/o empleados sentirán la libertad de expresión, al mismo tiempo que proponen ideas y nuevas maneras de hacer los mismos procesos; logrando así ser más productivos y eficaces.

Usually businesses need only a small sub-set of the entire functionality provided by the ERP software. The management, however, wants to use the software to its fullest capabilities. This, is a sure-shot recipe for an implementation failure. 1) Implement only the limited functionality of the software that addresses the business' current processes in the first phase. 2) Give the users a few months to get comfortable with the essentials. They get the feel their work / effort has not gone up. Ask them how the ERP can make their lives better. 3) In the second phase, provide them with the features that require additional data to be entered (but will give management better information via reports, dashboards, BI tools, data mining, etc.).

Establish channels for continuous feedback before, during, and after implementation. Demonstrate that employee concerns and suggestions are valued and considered.

Effective ERP Implementation ways - Understand the pain area - Define the AS IS and To BE as per process owner requirements - Implementation with all respective team members - Monitoring and Control - End User assessment with new system - System improvement considering Initial teething issues

Implementing an ERP has two factors. 1st: Implementing for a new business. 2nd: Replacing an ERP. Implementing for a new business is a relatively easy job and often without much problems. When it comes to a situation where we are replacing an ERP, it's a tough job. The main reason for it being tough is because the mindset of users is tied with the running system. When we start implementing the ERP, we face a situation where users start to compare a new system with an old system. Secondly, they start to point out the difficulties that were not present in the old system. In order to deal with these kinds of situations, we have to be very focused on the "Change Management".

Most of the time, Management jumps to implement ERP with out having postive work culture and good HR practices viz - aligning employees with organisational goals , Team work , reward and recognition , leadership owning responsibilities for results . ERP when implemented brings in lot of transperancy and adherence to processes. When organisation culture is not transparent and process driven, It exposes inefficiencies, malpractices and individual adhoc decision making. People feel exposed and shoot down ERP success When ERP is being implemented, employee undergoesstruggle and hard work - learning a new way, not able to get data , reports correctly . With out adequate reward, employee find it hard to support implementation.

Erp is tool where Managment can understand where we are standing against to our competitors. Business head is key person to adopt Erp successfully, unless he co-operate with his team leaders he cannot get real outcome of Erp. He should have patience to hear his team leaders what they are saying because they are the people who knows ground / floor realities. If business head is adamant and he only wants to implement what he feels , then no system works in that organization (not only Erp) Where as in case ERP, every user should enter real data in system otherwise it will become eye wash system for top management. This can happen when business leader is positive nature towards his team leaders.

Involve them early, I clouding in drafting the specifications and requirements Explain to them how the deliverables have been defined Encourage open sharing of concerns but also realistic expectations management Reward the project evangelists Make a point to promote project commitment and change Management Test test test

following are helpful points on this topic to be considered as well Implement interactive ERP tutorials for hands-on learning. Establish a continuous learning culture around ERP use. Integrate ERP tasks into daily routines gradually. Host Q&A sessions with ERP experts. Create a platform for sharing ERP success stories. Offer personalized ERP navigation assistance. Conduct ERP efficiency challenges and games. Regularly update on ERP enhancements and features.