Navigating the Human Side of ERP System Implementations

Article

Enterprise resource planning (ERP) projects are major undertakings—complex, costly and business-critical. While technical milestones and go-live dates tend to grab the spotlight, the human dynamics involved in project success should not be overlooked. Behind every workflow redesign and tools implementation is a workforce expected to adapt—and thrive—in a transformed environment.

But change is hard. Even with the promise of more streamlined processes and powerful new capabilities like AI, ERP implementations can stir anxiety, confusion and resistance if teams don’t feel supported.

That’s where strong change management and change enablement strategies come in. By improving your company’s cultural readiness for change and prioritizing user adoption management, you can reduce risk and set the stage for ERP project success from the very start.

ERP Success: Managing the People Side of Change

Understanding the impact of ERP projects on the workforce
Complementary processes: change management and change enablement
Best practices for change management and change enablement
Strengthening ERP outcomes through business readiness management
How consultants support change management and change enablement
Keep the human element in focus in all ERP implementation phases

Understanding the impact of ERP projects on the workforce

ERP system implementations aren’t just about modernizing technology—they can also fundamentally transform how people work. That means they can be both exciting and disruptive for employees. New workflows, unfamiliar tools, shifting responsibilities and different performance expectations can all contribute to stress and uncertainty across the workforce.

The change can also feel personal at times. Some employees may worry about whether they can keep up, whether their role will remain relevant or how their contributions will be measured going forward.

It’s essential for managers to recognize this emotional undercurrent. Technical upgrades can easily fall short if companies fail to cultivate a culture of adaptability and implement best practices for change management and change enablement. ERP project success depends heavily on people’s ability to shift to new ways of working and help the business get the most from its investment, especially after go-live.

Complementary processes: change management and change enablement

Think of an ERP implementation like a cross-country road trip. You’ve mapped the route, packed the car and set your sights on the destination. But success depends on more than just having GPS enabled. You also need to confidently navigate the bumps, detours and unexpected stops that pop up along the way. A proactive approach to change management and change enablement can help you do that.

Change management refers to the overarching strategy that guides how change is introduced, communicated and sustained across the organization. It includes leadership alignment, stakeholder engagement and communication planning. Thoughtful change management planning helps create clarity and buy-in from the outset.

Change enablement focuses on the tactical, hands-on work that equips employees to succeed in the transformed environment. Those efforts can include delivering targeted training, updating job aids, addressing day-to-day disruptions, supporting upskilling efforts, and offering coaching or support where needed. Enablement is how the change management strategy comes to life.

Change management and change enablement are different but closely connected processes. Together they form a complete approach for addressing the human side of ERP system implementations.

Best practices for change management and change enablement

Whether you’re leading change from within or leaning on the expertise of external resources like highly skilled consultants, applying proven strategies for managing change can make a significant difference in how well your teams transition. Here are a few ERP implementation best practices to keep in mind:

Start early. Don’t wait until testing or rollout to begin planning how you’ll manage change. Early engagement allows time to align leadership, assess the cultural readiness of the organization, and integrate user adoption management strategies into your ERP implementation plan.

Listen actively. Your employees are closest to the day-to-day workflows the ERP system implementation will impact. Encourage feedback loops throughout the initiative to surface pain points, communication gaps or training needs before they can become barriers to adoption.

Tailor your approach. Change doesn’t affect every team the same way. Customize your communication, support materials and training to reflect the needs of different roles, departments or locations. The more relevant the support, the more likely it is to stick.

Reinforce, don’t just announce. One-time updates aren’t enough to drive behavior change. Use ongoing reinforcement—through training refreshers, manager check-ins, peer advocates and continuous learning opportunities (e.g., lunch-and-learn sessions, self-service how-to videos)—to help new ways of working take hold and endure long after go-live.

Also, be sure to celebrate quick wins along the ERP journey to help build momentum, boost morale and drive engagement. Whether it’s a team that successfully adopts a new process or a department that hits a key milestone, visible celebrations reinforce the idea that change is working—and worth it.

Strengthening ERP outcomes through business readiness management

Business readiness management amplifies your change management planning in the ERP implementation process by helping your organization prepare to operate in the new environment. It can give you a clearer view of potential issues before they evolve into major obstacles.

Business readiness management typically includes conducting readiness assessments, meeting with department leaders to surface concerns, or mapping out where staff training and development will be needed most. When done well, business readiness management lays the groundwork for smoother ERP implementations and positive long-term outcomes.

A key component of this process is a concept touched on earlier—your organization’s cultural readiness—which involves assessing whether the mindset, values and behaviors of your workforce align with the changes ahead. Questions you might ask to gauge cultural readiness include:

Are employees open to learning new systems?

Do managers have the time and skills to support their teams through transition?

Are communication channels strong enough to keep everyone informed and engaged?

Many organizations will tap external consultants to help with their readiness assessments, either because their internal teams lack the bandwidth, experience or objectivity to manage it effectively.

How consultants support change management and change enablement

ERP implementation consultants can also play a front-line role in easing the impacts of ERP projects on the workforce. They can bring structured methodologies, cross-industry insights and a neutral point of view to strengthen your internal change strategy. They can assist with:

Cultural readiness and business alignment—As noted earlier, outside experts can help assess cultural readiness. They can evaluate leadership alignment, communication norms and team dynamics that may influence adoption. They can also provide guidance on how to prepare the organization logistically, behaviorally and emotionally.

Change management planning—Consultants can develop communication strategies, stakeholder engagement plans and timelines for rolling out change. Their outside perspective can help uncover potential risks, messaging gaps or groups that may need additional support.

Change impact assessments—External consultants can lead structured assessments to map how specific changes will affect different roles, teams or locations. These insights can help guide training needs, readiness planning and communication efforts.

Training development and delivery—Consultants can help design targeted, role-based training that aligns with new processes and tools. From hands-on workshops to quick reference guides, they develop materials that reflect how work will be done post-implementation. Critically, they understand how to deliver that information in ways that will resonate with your workforce.

User adoption and reinforcement—Another way consultants drive ERP project success is by ensuring employees use the new system effectively. They can help you drive user adoption by setting up feedback loops, supporting continuous learning, and building reinforcement strategies like peer advocate programs or performance support tools.

By partnering with consultants on change management, change enablement and other vital processes during an ERP system implementation, your business can reduce disruption, improve employee confidence and accelerate time to value—without overburdening internal teams.

Learn more about how to use—and what to expect from—consulting and talent solutions for ERP projects.

Keep the human element in focus in all ERP implementation phases

An ERP system implementation can be game-changing for your business. But it can only deliver the value you seek if your people are ready to work with the technology. To help make that happen, keep these recommendations top of mind throughout your ERP project:

Don’t underestimate the emotional impact of ERP implementations—fear, uncertainty and change fatigue are real.

Invest early in business readiness management to assess cultural alignment and close potential adoption gaps in the organization.

Use change enablement tactics—like role-based training, peer advocates and continuous learning—to help employees adapt to new ways of working.

Consider partnering with ERP consultants who specialize in the people side of transformation—not just the technical delivery.

By prioritizing change management and change enablement, preparing the business for what’s ahead, and bringing in outside expertise to round out your ERP project team, you can reduce resistance, improve user adoption management and ensure a smoother transition for your workforce.

Need support for your ERP implementation?

Robert Half and global consulting firm Protiviti, a Robert Half subsidiary, offer a distinct alternative to traditional ERP system integrators. Our flexible engagement models—advisory, workstream delivery and resource augmentation—allow us to tailor support to your specific needs at every phase of your project.

Protiviti’s world-class consulting capabilities combined with Robert Half’s expansive network of specialized talent can help your business accelerate timelines, control costs and realize greater value from your ERP investment. Importantly, we can help you manage change throughout your entire ERP implementation life cycle.

You can learn more about our solutions and resources here. And when you’re ready to move forward with your ERP initiative, contact us to tell us about your project needs.

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