In a high-performing organization, technology is used to expand access to data, increase the exchange of information and facilitate broader knowledge attainment. As new technologies become available, companies consider deploying new platforms to make operations more efficient. No matter how robust a new technology is perceived to be, however, its strength and utility ultimately depends on its end user. If the human factor is not taken into consideration before a technological change, returns on investment can be greatly compromised. Here are some areas every management must look at before ,during and after a technological change.
Assessment of Existing Knowledge
A change in technology platform should be made only after an assessment of the existing workforce’s skills. Not knowing the internal knowledge base can result in unnecessary expenditures and could lead to duplicated efforts, especially in the area of workforce training. As part of the assessment phase, allow workers to bullet-test the technology to gain firsthand experience on its components. This leads to broader awareness of how it eventually will be accepted and can give hints as to whether the new technology will achieve its intended outcomes.
Training workers always should be part of a technology change, assuring greater returns from the investment and achieving higher productivity from the workforce. Without this strategy, a new technology can hinder rather than make operations more efficient. It can disrupt productivity and negatively affect workforce morale. Offering a professional development on using the technology can help address concerns from the workforce, allowing those with lower-level skills to upgrade their abilities and keep pace with their peers.
Turnover can disrupt any process. The loss of key individuals results in minimized achievement of strategies, which can negatively affect an entire organization. Planning for worker turnovers is a complimentary strategy for a technology change. Although exits from the organization can happen from time to time, they should not mean the total loss for a new technology. Creating a pipeline of skilled talent within the organization comes in handy in the event that unforeseen turnovers occur.
Scalability and Adaptability
Technology will continue to evolve, and so must organizations. A company should anticipate newer versions of a technology, for example. The organization’s lead technology expert should investigate how a potential purchase can adapt to and interact with other technologies to fully expose the organization to the broadest array of possible options. Being solely focused on one technology can minimize organizational effectiveness. Because technology as a whole evolves so fast, being limited to only one vendor can lead to fewer options in the future.
By: Chito Cajayon