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Business Development

Employees’ experience on implementing new tools in a company

Written by M. Kulka

Paper category

Bachelor Thesis

Subject

Business Administration>Management

Year

2019

Abstract

Bachelor Thesis: The meaning of operating tools Every company needs a set of tools to operate. They need tools for employee communication and collaboration, customer relationship management and support, marketing, accounting, project management, etc. Anyone working in a technology company has used at least one type of software. Some tools may be more complex than others, but all of these tools must be introduced to companies and workers, and must be implemented. Depending on the complexity and type of tool, the implementation may vary, but the principles and challenges will be very similar. Examples of such operating tools can be CRM system-Salesforce, customer support tool-Zendesk, for project management-Mavenlink, for team collaboration and communication-Slack, etc. Companies may use different tools to accomplish the same or similar tasks. For example, a company may use HipChat for internal instant messaging, and some companies may use Sky for Business. It depends on the organization, its needs and preferences. When a new employee starts working in the company, he may not have experience in using certain tools that the company is using. He may not know the tool the company is using, or what to expect from this tool. This may cause his concern. Ideally, employers should provide training on the system they are using. The same applies to new tools that the organization decides to use. Then the entire business function or some business departments may be affected, and they need to accept the guidance of the new system. 2.2. Thesis research It is very important to realize user feedback when building new software (Leonard-Barton, Kraus, 1985). This also applies to situations where new tools are to be implemented in the organization. Although workers cannot directly influence the decision-making of the software, they should indirectly influence the decision-making of senior leaders. They should be asked to list their current pain points. Employees also need to understand why the new technology is needed and how it will affect their work (Knight, 2015). Not all employers will inform employees of the detailed information about the implementation of the new tool. If they do not, it means that employees may be more worried. They will feel scared because they are not sure whether implementing new tools means reducing labor. They may also feel unable to keep up with changes and learn new tools (Travis). Lack of training on new tools is also a problem (Leonard-Barton, Kraus, 1985). If training is not provided, once the new innovation is ready to be put into use, the organization will not be able to operate smoothly. Employees will not be ready to use new tools and work in new ways. The manager responsible for implementation should understand the employees’ current workflow and the tools they use. Discuss with employees what their problems and challenges are and how they feel. All groups that will be affected by this implementation should have managers involved in the process (Leonard-Barton, Kraus, 1985). In addition to the group, opinion leaders are also very important. This person does not have to have the skills that a skilled worker has. For businesses, it is important that they can trust this person's opinions and that he understands the technical aspects. (Leonard Button, Klaus, 1985). Another danger is to oversell the new system, which actually fails to meet the company's expectations (Leonard-Barton, Kraus, 1985). The project manager should determine the gap between the expectations of the tool and the reality. If employees start to use a new tool, they may find that it does not apply to their work, it does not have all the features they need, or it has features that their tasks don’t need. Even if employees are active and look forward to using the tool, this attitude may change with the first use of the tool. Next time if a new tool is introduced, they may not be active again because they will remember their previous experience. (Tugend, 2012). Leonard-Barton and Kraus mentioned that a pilot should be introduced before the tool is implemented in a real environment. This is good for demonstrating the technical feasibility to the leadership team and also good for showing the product to the employees who will use it. The pilot should not pose any risk, but at the same time should demonstrate the full capabilities of the tool. Leonard-Barton and Kraus also emphasized that there are people in the organization who support new technologies — they call them product champions, but there are also employees who don’t like change and innovation — known as Innovative assassin. Because of these people, the project may even fail. This may also depend on the age of employees and their knowledge of technology (Knight, 2015). R. Knight gave some suggestions on how to encourage employees to use the new tools. According to her, the company should choose a user-friendly tool and should emphasize how it will help them with their daily tasks. Companies should provide comprehensive training on the new system and encourage those who support new ideas to influence others. For these reasons, the implementation of new tools can be a huge challenge for the company and its employees. Especially employees can see it as a real pain, because all the benefits of the new technology apply to the organization rather than the employees who use it. They may feel neglected throughout the process. They may also worry that the new tool will provide more detailed feedback on their performance. Read Less