Business Process Outsourcing (BPO) and Robotic Process Automation (RPA) are two emerging trends that are allowing organizations to become leaner, more flexible and efficient. Both innovations achieve similar results for an organization by freeing up key players from non-productive tasks and allowing them to focus on core business activities.
Unfortunately, both innovations also encounter the same problems when first being introduced; the resistance from employees who distrust change and fear such measures will make their own jobs obsolete. Here are some creative ways companies can overcome resistance to BPO and RPA.
Business Process Outsourcing
Business Process Outsourcing (BPO) is where an organization contracts out certain non-primary business activities to a third party service provider.
BPO services can include payroll, human resources, accounting, customer service, and document management services, all of which can be performed faster and more cost-effectively by a BPO provider.
Outsourcing also gives an organization access to skilled manpower on an as-needed basis, allowing it to leverage needed expertise without having to take on extra employees.
Robotic Process Automation (RPA)
Robotic Process Automation (RPA) is the process of automating business operations using robots to reduce the need for human intervention.
Involving either actual robots or software that automates business activities, RPA offers a range of benefits to an organization including gains in efficiency, productivity, accuracy, and output, equating to significant overall cost savings.
RPA also offers benefits to employees in the form of improved working conditions and a safer working environment.
Problems with outsourcing and automation
But fear of change is a universal human trait, as evidenced by the Luddites’ destruction of textile mills during the industrial revolution. Employee resistance to workplace innovations such as BPO and RPA is simply the latest manifestation of this fear.
BPO problems
Common problems encountered by organizations when outsourcing include;
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Lack of understanding: Uncertainty about roles, decision rights and responsibilities by staff regarding the new service provider.
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Lack of upper management support: senior leaders not buying into the changes, resulting in passive resistance or even non-participation.
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Lack of resources: The allocation of insufficient or untrained staff to deal with the service provider, resulting in poor management of the service.
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Lack of commitment: Employees reverting to old ways of doing things over time.
RPA problems
Challenges organizations face when implementing RPA methods can include;
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Lack of IT involvement: If an RPA process is implemented without sufficient input from IT, an organization’s disaster recovery plan can be compromised.
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Lack of employee involvement: If those impacted by RPA changes have unclear expectations, they are unlikely to take full advantage of the new technology.
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Loss of key talent: If existing staff begin looking elsewhere for employment and leaving before or during the RPA implementation, poor knowledge transfer will result.
Steps to overcome resistance
Outsourcing processes or introducing RPA changes should be dealt with like any other organizational change.
Communication
Include impacted employees from day one and address their questions and concerns. Be truthful and straightforward, explaining why the changes are occurring and why they are important for the success of the company. Tell them what’s in it for them (i.e. freeing them from repetitive tasks so they can use their skills for more important and challenging work).
Ken Hickey, Head of Business Process Solutions at Converga says, “Resistance to traditional outsourcing is natural. People are protective of their IP, their customer data, and most importantly their people. Every business optimization strategy proposed by your process automation partner should be focused on freeing up people to perform more core, meaningful and high-value business tasks. The right partner will assist with the change management process and internal change communication to ensure collaboration rather than conflict with the business.”
Engagement
Actively involve your employees in the change process so they feel valued and empowered and encourage them to voice their concerns, opinions, and suggestions. This will not only reduce their resistance to the change but can provide you with valuable insights into possible future problems with the process that may require adjustment now. Once the change has been implemented, continue to seek employee input on how the process is performing and how it can be improved.
Training
As well as clear communication and engagement, it is important to provide your employees with practical help and guidance through the change process. If they are taking on new roles, providing upskilling and training sessions will help to ease the transition and make them feel more positive and confident about the changes.
Leadership
Make sure all managers and team leaders support the changes and communicate the positives. Excitement and positivity can be powerful tools, so make sure you have complete buy-in from all those in leadership roles prior to launching the changes.
It’s also important to identify those employees who are most excited about the coming changes and leverage them to influence their peers who are more resistant to the idea. Fear of change is nothing new, but it can be overcome through the considered application of change management techniques such as those described here.
Communicating clearly with stakeholders, engaging them in the change process, arming them with knowledge and leading by example are all excellent tools at your disposal. And by using them early on, well before the changes have been implemented, you will have a much better chance of achieving employee acceptance and commitment once the changes are in place.