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How to get employee buy-in for BPM: Watch our vlog

Whenever a new technology is introduced to an organization, people tend to get nervous and business process management (BPM) is no exception. When a company begins to automate a business process, the employees whose job it is to manually complete those tasks may become concerned. Will this change the way they work? Will the new technology be overwhelming? Even worse, are they being automated out of a job?

The latest episode of Omni's series, All Things BPM: A Vlog Dedicated to Business Process Management, features Omni’s Director of Consulting Services Paul Rasmussen and Vice President of Operations Eric Evans talking about easing those internal concerns about BPM and getting one of the most important things you need to make sure your process management works well: employee buy-in.

Getting employee buy-in for BPM

Change is never easy, especially when people are worried about their jobs being at stake. So first things first: BPM means some processes will be automated but it is not meant to replace the people in your organization. Rather it’s meant to make your team’s jobs easier by taking tedious, repetitive, time-consuming tasks off their plates so they can concentrate on more nuanced responsibilities.

How should you manage resistance to change?
Find out here

“The interesting thing about BPM,” says Eric, “is that we’re letting the people do what the people do well and the machines do what a machine does well.”

There are a few things you can do to ease your team’s fears about a new BPM initiative.

  1. Get your team involved in process design
  2. Keep them involved as the process changes
  3. Train them

Getting employees involved in designing a BPM process is important. For one thing, the people who have been involved with that process are the experts. They know how it’s been done and they can help you map out the steps in detail. For another, they’re the ones who will have to live with the process after the initial BPM project is complete, so it’s important that they help design the new process.

It’s important to say the “initial BPM project” because it’s seldom possible to redesign one process and have it work perfectly the first time. Often processes change over time and so keeping your employees involved with that process’ evolution is important. They may also have ideas for changing other processes in the organization based on their experience with the initial BPM project.

Training is also important for buy-in. Even the most enthusiastic member of your team is going to require training on new BPM software, so it’s understandable that reluctant employees might be put off by new technology. Make sure your employees are well-versed in your BPM technology and offer periodic training to keep them up to date with the software.

Have you seen our blog about the ROI of BPM?
Watch it here

Get your team invested in BPM

Ready to start getting your employees on board with BPM? Watch the vlog to get started. 

Want to learn more about BPM?

Watch all our vlogs on demand

Paul Rasmussen & Eric Evans

About Author Paul Rasmussen & Eric Evans

Paul Rasmussen: Paul wants to live in a world where he can golf every day of the year, he has an unlimited number of “Do Overs," and he hits every goal he sets for himself. As a project manager, one of Paul’s strengths lies in managing multi-faceted Agile projects. After tackling some tough ones, he’s learned a lot about which management styles do and don’t work in a given situation, when and how to ask the hard questions, and how to identify who can be counted on at critical junctures. Throughout the project cycle, he strives to give team members and clients more than what they expect. “When I can do that, it’s amazing to see the lasting business and personal relationships that are made.” Outside of work, you are likely to find Paul at the golf course, brewing up his own specialty beer, or whipping up something new and crazy for Saturday breakfast. The past few years he has spent an inordinate amount of time assembling toys for his kids. Paul grew up in Sparta, near LaCrosse WI. He graduated with a degree in Management Information Services from UW - Oshkosh. He and his wife Jody have two daughters (Maddison & Skylar) and a son (Dyllan).

Eric Evans: Eric has spent his career leading large client-consultant teams, managing multi-year engagements, budgeting, estimating, and recruiting to the needs of his clients. Currently, he oversees day-to-day operations to support the growth and add to the bottom line of Omni. He has worked with multiple Fortune 500 clients with a focus towards bringing business value to all levels of the organization. In addition to being a dynamic leader, Eric has been a manager or people, an architect, a programmer, a project manager, a steel salesman and a paratrooper in the 82nd Airborne Division of the United States Army.


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