Research suggests that a staggering 26% of employees refuse to use a new ERP system. User resistance is one of the most common reasons why businesses struggle to meet their anticipated ROI (Return on Investment) numbers and efficiency improvements. So, to mitigate it, is there a way for companies to increase user adoption?
Common causes for user resistance
Understanding the why’s of user resistance is the first step in finding the right solutions for it. Resistance isn’t employee failure to get to grips with the system; it’s a predictable human response to significant operational change. It’s typically grounded in legitimate concerns and psychological factors tied to this change.
The primary driver is the fear of the unknown - the uncertainty about new processes, job security or the ability to acquire necessary skills. With well-known ERP advantages, such as automation and cost savings, it’s only natural for workers to start questioning how this will affect their future in the business. This is particularly the case with more senior employees, who are comfortable and proficient with legacy systems. The introduction of something completely new may feel like a loss of control or, even worse, that their hard-won expertise is suddenly being devalued.
Moreover, the overall workflow disruption is another key factor. Individuals worry about their initial dip in productivity during the learning curve, as the new procedures may feel complex at first. Therefore, the employees will feel like their performance will look better if they do things the more familiar, faster way. And, if the personal or departmental benefit isn’t clearly communicated (“what’s in it for me?”), the resistance will only grow.
Lastly, in some cases, past negative experiences with poorly managed technology rollouts can also create significant scepticism amongst the teams. This could be caused by a general fear that the system will fail, or that their work will be interrupted, affecting them negatively, which further solidifies the opposition.
Proactive approach to change management
Mitigating user resistance should begin long before the new business management system is switched on. Change management is a huge part of ERP projects, and so it’s always a good idea to develop a comprehensive plan from the outset.
For example, during the early stages, while the business is still choosing the best software for their needs, the leadership should already start articulating the strategic importance and expected benefits of this move. Transparent communication is vital in this: explain why you want this change, what the rough timeline looks like, what the realistic impacts will be, and how it will benefit the users specifically, but avoid over promising. Doing this early on will give your employees plenty of time to raise concerns or ask questions - make it known that their feedback is valid and important. This is the time to address any anxieties as well as collect a list of system needs / requirements from the stakeholders and team leaders.
Once the ERP implementation project progresses into an active rollout, the change management will continue in the form of training. Your team should have role-based, hand-on training sessions, focused on the specific tasks and scenarios that they will encounter every day. Ideally, you would have a demo version, which they can use to practice and get more familiar with the software. If there are any online resources or e-learning modules, get the employees to complete the relevant ones as well. As the staff has a month or longer to learn about the new system, this increases their confidence for the day it goes live. Again, a lot of questions and concerns will be addressed during these sessions, which will further help with the adaptation.
Once the ERP project is completed, your change management plan moves into the ongoing monitoring phase. Analysing the system usage patterns and KPIs (Key Performance Indicators) related to process efficiency and user proficiency levels will help you identify the areas where users are struggling. Conducting post-implementation reviews and user satisfaction surveys several months after the launch is also an effective way to understand the lingering pain points as well as identify opportunities for further system optimisation. Also, ensure that you have a support system in place, that your staff can contact with any issues or errors at any point.
The impact of communication and leadership
Throughout the entire ERP implementation journey, from initial planning to post-launch optimisation, there are two paramount elements: great leadership and effective communication.
The leadership’s role includes active and visible involvement in the project. The key managers should be consistently championing the vision, ensuring adequate resources are allocated, actively removing roadblocks encountered by the implementation team or users, and holding individuals accountable for adoption. If the leadership is not behind the idea, you cannot expect the rest of the employees to be either.
Similarly, communication throughout the whole project should be clear, persistent, tailored to different audiences (executives, managers, end-users) and, fundamentally, two-way. Learn to listen actively to any concerns your team members have and provide the right information to address them. Be transparent about your plans and reassure your staff about their future in their company (e.g. explain that automation will allow them to focus their time on more important and stimulating tasks, as opposed to result in letting them go).
Strong leadership and consistent communication are the foundation for ensuring a successful ERP system implementation and employee engagement throughout the change process.
Conclusion
User management is a significant but predictable challenge when it comes to ERP software projects. It is always best managed not through force, but through proactive, empathetic, and structured change management strategies, consistently throughout the whole project lifecycle. However, ultimately, if you nail the leadership and communication aspects, you will build the essential foundation of trust, necessary to navigate resistance successfully.
Looking for reliable Odoo ERP implementation partners?
As a business owner, you already have enough on your plate with user resistance and change management. So, let us handle the rest!
As an official Odoo ERP partner in Lithuania and Finland, Via laurea is here to support you every step of the way. We will take care of your business process analysis through our dedicated Workshops, implement and develop Odoo based on your specific needs, organise training sessions for your team, as well as provide ongoing support and maintenance of your software.
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