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What's the single biggest key to employee buy-in for BPM?

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What's the single biggest key to employee buy-in for BPM?

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  • Answer the following questions effectively and honestly.

    Will I still have a job here at [Acme] when this BPM effort is concluded?
    How does the BPM effort benefit me, my team, my department?

    I've observed executives getting "buy in" from employees when they responded to these questions directly and succinctly.

  • As Faun says, transparency is the key to getting shop floor buy-in. If you don't involve, educate and bring the employees on the journey from the outset and all the way through then what's the point ?

    At the end of the day, something that improves both the employee experience and customer experience is never going to be a hard sell. It's a shame the execs and sponsoring management don't seem to get that.

    • Theo, I agree with you; it's a shame that many executives will not invest the time to get change right. If only I could share with you my caustic responses as those same executives start questioning, i.e., blaming others, when their BPM initiative didn't succeed as they envisioned.

  • Yes, transparency. Especially today, people won't adopt a system that isn't clearly a tool in their best interest, always up-to-date, and always available.

  • I think the model needs to change. We need to think bottom up instead of top down. Employees, managers and CxO execs should be able to scratch their own itch with BPM.

    This requires a transformation from the BPM systems as we know them today. Seamless integration between process and adaptive cases on the one hand. Replacing complex software installation with registering for an account on the cloud. And making processes as easy as a spreadsheet.

  • Faun is right. Then, once you clear the "is this robot taking my job?" hurdle, the biggest factor is UI/UX design. An engaging user interface, one your users can really fall in love with, coupled with a well-planned user experience, is going to go a long way towards overcoming resistance to change.

  • Early engagement in their language and seeing within days what was their idea coming to life! No idea off agenda recognising change is encouaged and delivered quickly. A good user form designed for them at that instance of a process and entering information only once.It's then it becomes their process.....?

  • Focus on simplicity. By making it easy to configure and navigate within the UI, you will get user adoption.

  • Faun nails it clearly and succinctly in the first response! And I'd add, to everyone else's point that the User Interface/User Experience matters - test the whole thing (interface, process, and all) with the actual end users as much as possible before it's put into production. And listen to / incorporate their feedback.

  • Transparancy in every change; agree with that. But bringen BPM as the next system in town...if that was the only change..

  • Faun Good point I think getting users working with good mentor involved in build can become customer centric recognising this is the ultimate goal/outcome to have satified customers?

  • It's interesting: we all talk so much about customer experience, that we often forget who is most key in creating it: the employees.

    What I hope in the development of BPM as a discipline is the key notion of the "Employee Experience". Most attention on process design and BPMS implementation is going to productivity, cost cutting.
    What if we develop the notion of processes that are designed in such a way that it creates a stimulating, motivating environment, that gives meaning and purpose. BPM misses these instruments at this stage (and many of the Organizational Development theory would enrich BPM a lot).
    True understanding of people and psychology would help us a lot. Etnographic research (just like we do in Service Design towards customers) can be applied here as well: go see, go ask, go test. And I think we will find that what people need in the role of "employee" is not so difficult.
    And everytime we forget asking and finding it, and using these insights, projects and business cases get in trouble.

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