Enterprise Resource Planning (ERP) implementations fail more often because of people problems rather than technical ones. An organization can have the best technology system in the world, but if the team isn’t ready for the change, they are setting themselves up for a heap of trouble. Here’s a checklist of what needs to be done to get each and every employee onboard.
The Human Side Matters the Most
Great technology but terrible adoption is the start of every ERP horror story. Employees resist the new system, keep using workarounds, or simply don’t engage with it properly. The result could be that your expensive new system delivers a fraction of its potential value.
Resistance to change is a human tendency, especially when it affects how a person does their daily work. They worry about job security, whether they’ll be able to learn the new system, and how it will impact their relationships with colleagues. Ignore these concerns at your own peril.
Before You Start: Know What You’re Dealing With
Jumping right into training could be a negative start to the whole process. The first step should be figuring out where you stand. Start by mapping out your current processes and identifying who will be most affected by the changes. Some employees will see their entire job transformed; others might barely notice the difference.
Look at how your organization has handled change before. Which were the departments adapted quickly to new systems? Which ones struggled? What communication methods worked best?
History tells you a lot about what to expect and how to approach different groups.
Time your implementation carefully. Avoid busy seasons like yearly closing, major organizational changes, or when key people are unavailable.
Build Your Change Team
You need dedicated people driving this effort. Pull together representatives from every affected department, including both official leaders and the informal influencers people listen to. These aren’t just cheerleaders—they’re your troubleshooters, advocates, and bridges between the technical team and regular users.
Consider appointing “change champions” in each department. Give them extra training so they can help their colleagues when problems arise. This creates a support network that extends way beyond formal training sessions.
Get Your Communication Right
People need to understand why you’re making this change, not just what’s changing. Connect the ERP implementation to real business needs: staying competitive, improving customer service, or enabling growth. Make it relevant to what employees care about.
Different groups need different messages. Executives want to hear about ROI and strategic benefits. Front-line employees want to know how their day will change and what help they’ll get. Tailor your communication accordingly.
Keep talking throughout the process. Use multiple channels—emails, meetings, intranet updates, informal conversations. Regular communication prevents rumors and keeps everyone aligned.
Stakeholders
Map out everyone who’ll be affected, directly or indirectly. Primary users need comprehensive training and support. Secondary stakeholders—managers, customers, suppliers—need different preparation focused on how changes will affect their interactions with your organization.
Don’t forget the external stakeholders. If your ordering process or payment methods are changing, customers and suppliers need advance notice and clear instructions. This avoids losses in sales and dissatisfaction among your external stakeholders.
Training Program
Skip the generic “click here, then here” training. Employees need to understand how the new system helps them do their job better. Use real scenarios and actual data whenever possible.
Timing of the training is also very crucial. Too early and people forget; too late and they panic. Plan multiple phases: early awareness sessions, detailed training close to go-live, and refresher sessions after launch to address real-world issues.
Different user groups also need different approaches. Power users handling complex transactions need comprehensive training. Occasional users need simple guides and quick references. One size definitely doesn’t fit all.
Timeline should be planned Realistically
Work backward from your go-live date and build in buffer time. Change management always takes longer than you think. People need time to absorb information, practice new skills, and adjust to new ways of working.
Set clear milestones you can actually measure like training completion rates, user feedback scores, and system usage metrics. Regular check-ins help you spot problems early and adjust before they become a crisis.
Identify and Plan for Risks
Common risks for ERP updates include insufficient leadership support, inadequate resources, poor communication, departmental resistance, and competing priorities. Think through what could go wrong and have specific plans to address each scenario.
Watch for warning signs: declining meeting attendance, negative feedback, missed deadlines, or informal complaints reaching management. Early detection lets you fix problems before they derail your project.
Setting Up Support Systems
Create multiple ways for people to get help: help desks for technical issues, peer networks for process questions, manager coaching for performance concerns. Make sure everyone knows what type of support to use when.
Develop self-service resources people can access independently: quick reference guides, FAQs, video tutorials, step-by-step instructions. Keep these materials updated based on common questions.
Plan for heavy support needs in the first few months after go-live. Many organizations underestimate the early support and end up with frustrated employees and productivity problems.
Measure What Matters
Track both system usage metrics and employee feedback. Login rates and transaction volumes tell you if people are using the system, but satisfaction surveys and focus groups tell you how they feel about it.
Ultimately, business performance metrics determine success: improved efficiency, fewer errors, better reporting, and higher customer satisfaction. These take longer to show up but matter most in the long run.
Don’t Stop at “Go-Live”
The real work starts after the system goes live. Plan post-implementation activities to reinforce training, celebrate wins, and address ongoing challenges. Keep the momentum going with user group meetings, success story sharing, and continuous improvement initiatives.
Build feedback loops for ongoing enhancement. Regular surveys, suggestion systems, and process reviews help identify opportunities and ensure the system keeps meeting changing business needs.
Integrate ERP processes into standard procedures, performance management, and new employee orientation. This ensures new behaviors stick and become part of your organizational culture.
Conclusion
ERP success depends as much on people as technology. Organizations that invest in comprehensive change management—good planning, clear communication, effective training, ongoing support—see much better results from their ERP investments.
Use this as a framework but adapt it to your specific situation. Every organization is different, with unique challenges, strengths, and culture. The key is being systematic about addressing the human side of change while staying flexible enough to adjust your approach based on what you learn along the way.
Remember: the team that successfully navigates an ERP implementation builds valuable skills for future changes. The investment in change management pays dividends not just for this project, but for your organization’s long-term ability to adapt and grow.
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