Process Changes: 5 Pitfalls You Should Avoid

Your warehouse expansion is approaching, a new inventory management system is being introduced, or you're upgrading to the latest automation technology. Congratulations on this development!

While all the details are discussed in project meetings by IT, plans are reviewed by engineers, and costs are justified by accounting, the critical question often remains unanswered: Who brings the directly affected employees up to speed on the topic, and how will training be planned?

> A change process with modifications to operational workflows must be accompanied with the teams on the shop floor well before implementation.

Pitfall 1: Insufficient ongoing communication of the project to every team member.

The grapevine is the greatest enemy of positive expectations for the new change. Before the word "process change" is even spoken, the first rumors about job cuts due to automation are circulating. To alleviate employees' concerns about the upcoming changes, a communication plan should be developed as early as the project start phase. Whether through information sessions at shift start, exclusive tours during the construction phase, or introducing a mascot named after the new system – bring the teams along during the project. Notification only at implementation slows the teams' willingness to accept.

Pitfall 2: Follow-up training is forgotten.

You're planning training for all teams before implementation – great! But are your employees who attended your first training still proficient in the topics after a few weeks? Without repetition, learned information is lost again after a short time. Therefore, scheduling follow-up training sessions for people who were trained well before implementation is an important factor for sustainable success.

Pitfall 3: Only providing technical expertise to knowledge facilitators.

Explaining the new process workflow flawlessly – Check! Answering questions about the process – Check! Explaining typical user errors – Check! Patiently, motivatingly, and empathetically addressing learners' progress – Not happening? These people are then technical experts, but they lack the necessary soft skills for conveying the training content. In addition to the essential acquisition of technical and process knowledge, knowledge facilitators should be provided with soft skills courses. Besides communication training, for example, conflict resolution courses are also useful. These help knowledge facilitators improve their interactive skills and create a supportive learning environment where participants feel comfortable and can continue their education effectively.

Pitfall 4: Only training via virtual or technical tools.

Virtual reality headsets with interactive 3D training programs, tablets with visual step-by-step instructions, or process-specific video tutorials are a technical asset for efficient training concepts. System-supported training can be conducted in a standardized manner without personnel effort. However, the capability of the tools is often overestimated and the social aspect underestimated. Don't get me wrong – new technologies are very helpful, but the mix between human interaction and knowledge transfer via tools is recommended. There should be at least a human contact person for follow-up questions. If only to avoid pitfall number one.

Pitfall 5: Scheduling the training plan too tightly and forgetting buffer times.

Project schedules regularly shift, and the go-live date is suddenly two weeks earlier or several months later. The latter requires follow-up training, while the former brings time pressure into the training schedule. Agility and flexibility are indispensable not only for any shifts in the go-live date, but also for everyday hurdles such as suddenly increased forecasts and the resulting cancellation of training due to staffing needs. Factors like vacation, illness, and holidays can also be small stumbling blocks for time planning if buffer times are not planned accordingly.

To successfully guide your team through the change process, forward-looking planning is crucial. Avoid the pitfalls through clear communication, regular follow-up training, the development of soft skills, and balanced use of technical tools. By actively involving your employees in the process and providing them with the necessary support, you not only create a positive work environment but also promote acceptance and motivation for the new processes. This way, change becomes a shared opportunity for all stakeholders.

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