Email a collegue.| Headline: | People Management – do IT solutions help? |
| Description: | People solve problems, not software, argues Brian Coventry, Brian Coventry, managing director of APS UK in this Expert Guide focusing on the human issues of introducing practice technology.
Modern software solutions are designed to expedite planned changes for improvement within professional firms, but they won’t solve seated issues on their own – particularly if the problems occur at a senior level. Because of increasing flexibility in practice management software, some partners in public practice imagine that a new system will ‘fix’ problem areas in the business. Certainly, by comparison with the previous system, a modern PM solution will likely better accommodate a variety of a firm’s “way we do things�. But the change management process must still be carefully planned. In conjunction with the software implementation phase, it still needs to be driven by an experienced and respected team within the practice that consistently communicates its requirements and progress to all staff members. Be supportive and realistic If the software supplier is ethical and thoroughly understands the practice’s business issues, and the software product lives up to its promises, the supplier’s team should effectively become part of the practice during the implementation period. It is worth noting that over 70% of software implementations fail, usually because of mismatched expectations. Collectively the combined supplier/practice team should transform the performance of a wide range of the business processes undertaken, and ensure that the solutions provided match or exceed the highest expectations of the practice. While not a simple task, an appropriately experienced team will achieve these results with relative ease. The reason it doesn’t always happen this way is that either the software supplier’s team is short on knowledge and experience, or the software itself isn’t as functionally and/or technologically capable as was proposed – or both. Other factors to consider include getting everyone’s “buy in� for the new solution and what it can deliver to the practice and the team, so that success is the focus. Staff will embrace change if there’s something in it for them, and they perceive that others in the firm are behind the new system – especially if the partners, who should step up and communicate their unequivocal support for the project team, show their willingness to improve things by changing some of the firm’s habits. How well a firm adapts to change is largely about the culture within that firm - and the culture in any business is generated and sustained by the behaviour of its leaders. Striking the balance When accountants in practice are asked to list the areas of most concern to them, people management almost always ranks in the top five that require attention. Interestingly the culture of the firm, if it ranks at all, comes in around the 20 mark – featuring lowly on the scale. Yet the two issues are inextricably linked. Fix your firm’s culture and any people issues will lessen dramatically. Implementing a new practice management system offers an excellent opportunity to tackle areas that have been too hard to address in the past. That usually means some compromises, and committed co-operation of partners and staff. It also means a focus on why any system change is taking place. Make sure any software change is to improve your business, not to solve a problem for your software supplier. State-of-the-art software is a perk Attracting and retaining good people is a challenge for most businesses, and provision of state-of-the-art software tools is seen as a big plus – don’t underestimate the importance of this. A modern solution can differentiate your firm from others in town, providing you with a strategic advantage. Practices that implement modern practice management and compliance solutions, that readily integrate with Microsoft Office and leverage Microsoft Analysis (OLAP) Services, represent a positive working environment to prospective employees. Graduates and more experienced staff are accustomed to products like MS Word and Excel, expect to have use of them, and can readily adapt to relational database technologies – usually better than partners in the firm are able to. If the system that manages their time is easy to use and provides them with worthwhile learning opportunities, it should positively influence their impression of their employer. Other factors matter also, but technology tools rate highly in employees’ minds. Ensure a win-win Work with suppliers who have developed proven methodologies and can demonstrate successful implementations that exactly match the way that professional organisations prefer to operate. Qualified employees understand what strategic benefits mean to the firm, and to them. Software tools that empower staff to deliver the best result, and to exercise their skills productively, can play a key part in retaining staff. The practice’s leaders should clearly endorse that any system change without business benefits is not worth it – commit only to changing your business for the better, not simply for the sake of changing a piece of software. |
| Date: | 18.03.2005 |
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