Picture this: you’ve just gone through several rounds of negotiations, finalised approval from the board, and after several reviews, signed the contract with your new risk management or health and safety software provider.
As the health and safety leader, you’ll be undoubtedly delighted at the prospect. Your life has just become a whole lot easier. Wave goodbye to poorly crafted Excel spreadsheets, and chasing after workers who’ve failed to submit reports. You’ll no longer have to hole yourself up for a week to put together a board report - your new software generates this in a matter of seconds.
But there’s one final snag - user acceptance. It’s no good implementing a brilliant new software system that’s going to turn the current - albeit archaic - processes in your organisation on its head, if the people around you won’t use it.
Change management is an inevitable part of business. Sometimes we underestimate the negative effects change can have on our people, however, it’s something that has to be taken into account.
A recent study by independent research and advisory firm, Verdantix, uncovered some key risks that organisations should be aware of when implementing a new EHS software. These risks, alongside poor change management, risk creating barriers to user acceptance in your workplace. Read on.
Understanding both the psychosocial risk of change, and specifically, the risks of EHS software implementation will empower you to navigate a complex process and come out on top, with a workforce who are completely bought into the new technology.
Achieving widespread user acceptance starts with recognising the impact that change can have on an organisation and its people.