This article explains how to introduce RPA to your employees and painlessly get them used to it. The following 6 steps will make the transition easier for everyone involved.
Organizations worldwide have begun deploying automation processes in their administrative and managerial structure. This tech-oriented approach used for effectively evaluating the solutions and performing mundane, repetitive tasks is known as Robotic Process Automation (RPA).
Firms, large or small, have begun with the research use cases and running the proof of concept (POC) pilots before their first RPA project. However, the most crucial step that most firms miss is the use of practices that make employees receptive to this radical change.
In most organizations, the executive committee at the firm's top-level drives the RPA initiatives. While they intend to make the business operations efficient and relieve the employees from repetitive tasks, this intent is often not shared with the employees.
The result is, unfortunately, the feeling of job insecurity among the change-resistant employees. Therefore, those at the top of the organization should go the extra mile to ensure that RPA is a success in the business program of the firm and that the workforce feels empowered rather than insecure when they adapt to this novel toolkit.
Here are some best practices that firms should follow so that employees look at RPA with a positive outlook and identify opportunities that are available to them with the help of advanced automation.
1. Present the benefits of RPA to the employees
The firm can begin gaining the employees' trust by sharing a detailed presentation highlighting the benefits of the RPA. Rather than a technical presentation loaded with jargon and discrete explanations, the focus of this presentation should be on an interactive and hands-on demo session that makes the employees experience the difference in their everyday work scenarios.
Employees will soon begin to realize that RPA aids in removing the toiling and repetitive work, and it's genuinely worthwhile. When employees start believing that this tool would help them personally and would not be a threat to their current jobs, they will begin embracing it remarkably.
2. Make employees stakeholders in the RPA implementation process
The best ideas for automation would come from the people who use this technology to solve their problems. Therefore, one of the best practices during RPA implementation is making employees brainstorm about various automation ideas that would solve their current problems and glitches. Firms can organize events where employees would have the complete liberty to develop ideas where RPA identifies solutions for their issues.
This would gradually make the employees less resistant to this novel technology, and feel like stakeholders in its implementation and application. When organizations would trust their employees is coming up with bottlenecks and solutions that RPA can address, it would be helpful in re-engineering systems according to the RPA toolkit and the subsequent creation of bots.
3. Redefine tasks of the workforce in alignment with the RPA
When employees understand the amount of work that RPA would do, such as finding records for multiple customer systems and rote-answering the phone calls, they would be freed up to perform other high-value work where soft skills and strategic behavior are needful.
Thus, employees no longer need to perform manual data entry work; they can adhere to tasks such as dealing with customers and resolving issues and discrepancies, which need to be redefined in their modified vital responsibility areas. It is required to make the employees understand that bots would not manage themselves, and all the organization's tasks cannot be automated. Therefore, software assets would be required to handle tasks such as monitoring, updating, and maintaining the bots to run the RPA efficiently.