Leading a people-first digital transformation

Businesses must consider people if they are to truly understand the impact of a digital transformation project and ensure lasting change.

Business owners and decision-makers are increasingly recognising the value of a holistic approach to change, and it is well documented that prioritising the workforce in digital transformation and securing employee buy-in early on in the process helps encourage collaboration. Meanwhile, ensuring clear communication and transparency will help individuals feel valued, extending the benefits of change beyond just implementing new systems.

Engaging with employees about a transformation project early on will help avoid resistance later down the line. Individuals who feel like they are part of the decision-making process will better adopt change because it will feel like it’s being done with them, not to them.

Introduce any new system to the people who will use it and ensure that they are at the heart of the process. To prevent staff hesitancy becoming a bottleneck to digital change, targeted training programmes should be a key part of the transformation journey, making the transition to new systems seamless. To deliver training effectively, map out each job across the business, including existing responsibilities and a clearly defined description of each role.

Armed with this information, decision makers can more easily identify which individuals, or departments, could be best suited to taking on additional training and responsibilities.

Modern methods of training, such as hands-on coaching and collaboration, can create positive people change. One effective method is the blended team approach. This coaching style enables upskilling through demonstration, encouraging the individual to exercise skills independently.

Change is personal. Understanding team sentiment helps identify potential resistance and flags where managers may need to invest more time and support. Leaders can gather this information by conducting regular sentiment and engagement assessments at scheduled checkpoints.

Some employees might be feeling overwhelmed or frustrated across change projects. If ignored, this could escalate and impact the wider team. To avoid issues, data collection is essential. By evaluating the information, leaders can understand engagement and training rates, employee adoption and the usage of new tools.

Collect anonymised data through a baseline survey, which can be completed at the start of a project. Compared to a closure survey sent out at the end, they allow leaders to determine whether the initiative has achieved positive impacts. Organisations can also track activity and employee views. They do this by undertaking pulse surveys every quarter to determine organisation sentiment.

Take a more personalised approach to collecting data by scheduling one-to-one sessions with employees. This will help to gather information and feedback throughout the change journey and after. Using this method helps keep people at the heart of the process.

Finally, as you progress through a change journey, consider employee wellbeing at every stage. Similarly, leaders should actively encourage self-care from the top down. This could involve entire teams taking short, outdoor breaks together or leaders scheduling informal, virtual catch-ups throughout the week to minimise burnout.

Businesses should endeavour to establish different ways for people to communicate personal challenges. This could be encouraged through team leaders:

• running regular one-to-one meetings
• nominating health champions
• making time for natural team discussions to share experiences and problem-solve barriers to productivity collaboratively

Leaders need to rely on the power of people to harness the digital revolution. In doing so they will ensure adoption, encourage innovation and enhance the business.

Read more about redefining successful business change here.