Is it really just a software issue when your ERP system doesn't work?
15: 16:03- Shuntong Promotion Department
The wave of digitization is surging, and digitization and digitization are sweeping through human resource management departments. Digital transformation and upgrading seem to have become a common topic.
From a feeling, everyone feels that they have heard a lot and are not a new or difficult thing to understand, but what about the actual situation? But it's bone like.Even some companies are caught in an endless tug of war of selection, implementation, inapplicability, replacement, inapplicability, self-development, and re selection.
This is not only a waste of funds, manpower, and time, but also a loss of opportunities and a consumption of the organization's enthusiasm for digitization.
"The company spent money to buy a human resources system, why can't it be used?" Faced with soul questioning from the boss and questioning from employees, the human resources department is unable to argue.
"This software doesn't work," most likely, people will first suspect this ERP software. Indeed, there is no perfect product, but today let's set aside this and mainly talk about another side of thinking: when your human resources software system doesn't work, is it really just a software problem?
For this issue, we will share with you four points of our practical reflections on human resource digitization over the years.
01 ERP software, allowing management to take the lead
ERP software is fundamentally a type of enterprise management software that applies digital technology to the management of human resources, with the aim of achieving efficiency in management. However, the tools used are constantly being upgraded.
We always emphasize the premise that in the proposition of digital production management, the subject is "production management", and "digitization" is the means to serve the improvement and optimization of production management as the subject. Of course, to do a good job in digital production, both digitalization and production management are indispensable. However, if we deviate from the main body of production management and focus solely on technology, then no matter how much advanced technology is added and how new and well-known products are used, it is also pointless.
So, when your ERP production management software doesn't work well or doesn't work, have you ever checked: is the development stage of our organization suitable? How is our production management doing? Do you have the soil to access the software system?
The application of management software requires a matching management environment. In fact, the management ideas of an organization are hidden within the management software used by the organization.
It is recommended to consider the development stage of the organization and the maturity of production management when starting software projects, just like looking at the soil before planting trees. Understand the management requirements for launching ERP software, clarify the target value of using ERP software, and first sort out the soil for implementing the software. Otherwise, if the soil is not good, the software seed will also be a passerby. 02 Fully consider the application scenarios of different users, and drive the software system with practicality. Have you ever encountered this scene after it was launched?
02 Fully consider the application scenarios of different users, driven by practicality
Have you ever encountered this scene after the software system went online?
The team member in charge of the system complained that everyone was not proactive at all, unwilling to learn at all, and only knew that the software was not easy to use
On the other hand, employees are also impatient with wave after wave of software usage training: why use software, what use it has for us, is it a waste of time
The company spent money, manpower, and time to launch a software system, but everyone was unwilling to use it. The system couldn't run, and the more it couldn't run, the less effective it was, and no one was willing to use it.
Have you ever thought about why everyone is unwilling. In fact, technology products have a user acceptance model.
According to Fred Davis's Technology Acceptance Model, "perceived usefulness" and "perceived ease of use" are two important influencing factors that drive user willingness to use.
Simply put, it means being useful and easy to use, with the core being the issue of usefulness. Using this underlying logic, who are the main users of our ERP software? What is useful for them?
Managers and employees are the two main user groups of ERP software systems, and they play different roles in the organization. The scenarios in which ERP software is used also vary, and their demands for the software naturally have different focuses.
Therefore, for the successful launch and use of an ERP software, an important part of achieving this goal is to clarify the main usage scenarios of these two types of users, fully answer this question, and make the software system truly closely related to the work environment.
It is both work-related and practical, and when your users can benefit from using the software system, their willingness to use it will be increased. Just as the seeds sprout, their internal growth energy is activated, and a strong thrust drives them to break through the soil.
03 Function is never far away, the main logic needs to be grasped
Under the digital trend, various tools emerge endlessly. Everything has two sides, and proper application is the digital dividend. Random stacking can easily become a digital pressure on everyone, leading to a sharp increase in learning and time costs.
A useful and effective software system is not simply about stacking functions, and chaotic choices make it difficult to establish sustainable and effective applications. So both Party A and Party B must have logic and establish a main line, which is the support for the vitality of the software system.
Before implementing the human resources system, if there is a lack of overall organization and planning, single point problems can be solved on the surface, but the risks behind it cannot be avoided. For example, data silos, where different types of data are scattered, inconsistent, disconnected, and of no quality. For example, at the breakpoint of a process, the human resources department needs to manage multiple important processes. If these processes cannot run smoothly online, what is the significance of digitalization in increasing efficiency? Instead, it increases the difficulty and risk of management.
Behind these bottlenecks is a lack of logical coherence. Enterprises need to have a reasonable understanding of the expected production management software system. It is recommended to clarify the underlying logic and processes before going live. Remember, the purpose of launching a system is to use digital tools to connect and utilize the process effectively, ultimately expanding it into a management aspect and enabling high-quality human resource management.
A large tree with lush branches and leaves must first have its trunk, branches, and leaves integrated. Only when they grow together as a whole can they be called a tree. Looking at any part alone cannot refer to the whole. And it goes from being a seed to becoming lush with branches and leaves, inevitably progressing step by step, with its growth process and laws.
05 written at the end
A successful use of an ERP software system is like cultivating a plant. Does it have suitable soil, a driving force for germination, a focus on growth processes and patterns, and the ability to adjust to the environment.
Management environment, user scenarios, functional usefulness, process logic, methodology, and habit change are like the soil, sunlight, oxygen, fertilizer, water, and temperature of plant growth.
Enterprises and production teams need to understand that once they are ready to launch and implement a software system, it is necessary to conduct comprehensive planning. From another perspective, software as a tool implies the logic and methodology of management, requiring a systematic management system, processes, and methods in order for software to be effective.
If you bring up today's issue again, I believe that many companies will still encounter similar difficulties in the short term during their implementation. So, how would you consider it? Is it really just a software issue when your ERP system doesn't work?
