How To Get Employees To Use Your Systems
By Jayme Broudy, Contractor's Business School
Dear Jayme: I've had a question for a while. I built all these systems expecting people to sit down read and follow them, but they generally don’t. I think the systems are good, but I’m having trouble with the implementation/management of them. Any thoughts? - Jim
Dear Jim: All that effort invested and there the systems sit, gathering dust. Frustrating, but we can fix that. How? A system, of course. A "Systems Implementation and Management" system.
Here's what's happening. A horse led to water won't drink unless he has a reason to. If your people aren't using the systems it's either because:
• They don't understand how they work or how to use them, or...
• It's not in their best interests to use them from a reward perspective, or...
• The systems don't make their jobs easier, or...
• They're getting signals that using the systems is optional.
Here are some components of a Systems Implementation and Management process:
• Have a formal rollout of the whole systems process for all employees. Explain why they're important, how they're to be used, how they'll affect the employees.
• Train each employee in the use of each system they'll be using. Make sure that Operations Manuals are complete and clear.
• Demonstrate how using the systems make the employees' jobs easier (if they don't, there's something wrong with the system). This is a positive consequence for them: use the system, work less hard.
• Don't answer routine questions: When employees come to you with routine questions, don't answer; refer them to the Operations Manual for the system. If answers to routine questions aren't there, add them. Insist on this practice with your supervisors as well.
• Create a policy that systems are the only acceptable way to do things, and that not using them will have a clear negative consequence on pay and advancement. Include this in every job description and include in the rollout (and enforce them consistently, or they're meaningless).
• Don't let it slide: When you see someone not using a system, call them on it immediately. Make it a policy that your supervisors do the same.
• Set the example: Aside from having created good systems, this is one that can make or break the whole thing. You have to walk your talk. Your employees are watching you every minute and whatever you do is assumed to be the way you want them to do it. You can say it a thousand times but unless you use systems yourself, every time, you're sending the message that it's optional. (And if you're not using them, how come?)
If your systems are built properly they produce the maximum results and profit. If they don't, they're not designed properly. If they are well constructed but people aren't using them, it's money out the door, pure and simple, and not enforcing their use is expensive option.
The key is creating a company-wide system, including standards and feedback loops, that makes it in everyone's best interest to use the systems and get the results you wanted when you started building them.
People usually do what they perceive to be in their own best interests. First, we’ll avoid pain. Second, we’ll go after things that make us feel good. Your job is to make sure that there are clear standards and consequences (both good and bad) for using your systems. If I know I’m going to lose my raise next year or fired for not using the systems but I WILL get a bigger raise and maybe a promotion for using it religiously, I’d be a nutcase to not use it all the time.
My Best,
Jayme
Contractor’s Business School® is a coaching, training and consulting firm specializing in helping contractors produce more profit in less time. Calling on experience dating back to 1993, the company has worked with hundreds of contractors in many specialty areas to build successful stand-alone businesses. Visit www.contractorsbusinessschool.com, or call (800) 527-7545 to get the FREE CD "10 Key Strategies to Build a Business that Works."
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