When the SharePoint implementation is complete and all technical aspects of the SharePoint implementation have been completed, user adoption is critical to its success. And that starts with a good explanation of how SharePoint works. So the ‘why’ is the first step?
After all, employees want to know why (behavioral) change is required of them. This corresponds to the first step of model. Here the A stands for A wariness.
Working with SharePoint is therefore preceded by an explanation of SharePoint and why it is necessary. In that sense, it’s like driving a car. SharePoint is the car, now the driver, read user, must still have a good explanation/lesson and realize that the car offers him/her many advantages.
Tip: ambassadors can steer the conversation on the work floor. And that is necessary, because negative sentiments are shared faster than positive ones.
1. A SharePoint ambassador
This is a bottom-up representative of SharePoint. As a result, Sharepoint Consulting has a positive spokesperson within the organization. And that is necessary because not everyone always reacts enthusiastically to innovative developments.
This is also where the power of ambassadors lies. An ambassador is in the middle of the work floor, is simply part of a team, and is therefore the first to identify how employees work with SharePoint. And whether the explanation of SharePoint is picked up and whether working with SharePoint is experienced as enriching and positive. In other words, ambassadors create and increase awareness.
By identifying early, ambassadors can steer sentiments by responding to them in a timely and proactive manner. The ambassadors can already help employees with the explanation and operation of SharePoint before someone develops a negative opinion for SharePoint Development.
So it is important that ambassadors are positive, sociable and motivated people who can lead others along. Ambassadors must be able to show employees how SharePoint works and thereby convince colleagues of its added value. “What’s in it for them?
Tip: Broad change only takes place when there is a leading group, a group with respect that shows the guts to embrace and propagate change.
Are you interested in increasing or creating awareness within your organization? Our adaptation consultants are Prosci certified.
2. Support from stakeholders
This increases the chance of success with almost any organizational change. In this case, support from stakeholders means that employees not only understand the ‘why’, but also want to change their behavior. This phase is called Decision in the AD KAR model. An organization can achieve this because management has a clear top-down vision of how the organization will use SharePoint.
It is important that the management radiates commitment. And that the entire organization is convinced that this new way of working is important for the organization. We see in practice that involved and consistent communication has a lot of positive impact. Tell employees how the organization will use SharePoint, what vision lies behind it and why this is also of great added value for employees.
One argument could be: anyone can have access to reliable information anytime, anywhere. That can make the collaboration between you and your colleagues and customers a lot more fruitful.
Tip: arguments rarely convince, solutions and results do.
3. Quick wins SharePoint adoptee
In other words, presenting quick and concrete successes to SharePoint users works very well. The example you show to SharePoint users is preferably an aspect that meets the user’s needs. The advice is to first check this carefully, so that you match the wishes of the SharePoint user as closely as possible.
A common point of attention within organizations is document management. Think of version management and version history of documents. When colleagues still share files via e-mail, for example, it is usually not certain how many versions of a single document exist and which version is current. Working with SharePoint solves this problem. There is always one version that a user can edit. When you show the team how easy and clear this is, you often already have a convincing case.
Tip: take small steps: they ensure that the organization starts to move. With small steps the chance of success is high and the risk of failure is very small.
4. SharePoint Training and instructions
Ensure familiarity with SharePoint. You can focus the instructions and training on processes that employees go through. This tip corresponds to phase 3 of the AD K AR model, which is Knowledge. After all, the employee needs knowledge and tools so that he is able to actually use SharePoint properly.
As an organization, it is best to focus on the activities of the employees and less on the functionalities. In this way they are more quickly convinced of the usefulness of the training and instruction. This way they experience the added value of working with SharePoint. Often the users are less interested in the technical possibilities in general.
Key users are responsible for the use and management of sites within SharePoint. They deserve extra attention to be so well trained. They often function as the first source of information for the rest of the users. Teach the key users all the tips & tricks and take them with you on what does and does not fit within the platform. For the ‘regular’ user, a chatbot often works very well. A chatbot is a virtual assistant and can easily answer the most common questions from users. The biggest advantage for employees is that the chatbot is always available to everyone at the same time.
A chatbot can also mean a cost reduction for the organization. After all, the chatbot takes over the easier questions so that employees can focus on more complex issues. I-experts can support your organization with this automation.