How to ensure that your new processes get embedded into your business, and fast!


In this article, we dive into Human Behaviour and 6 strategic tips for embedding and integrating new processes!
The world of running a business is a mad one really…not only does there need to be a constant focus on income but there is regulation and industry requirements to follow, there are people to manage and develop, qualifications to maintain, policies to update, client expectations to exceed, and technology and digitalisation to understand.

Then… if there is any time at all left in your thinking space you also need to constantly introduce and evolve the processes to your business which are crucial to secure a streamlined and successfully operating model!

However, integrating new processes into daily operations proves challenging for many businesses. Can you think of a time you created a new process, and it flopped the very next day, or it never really got off the ground? Let’s look at the reason why!
I truly believe that good processes are the backbone of any successful business. They provide structure, consistency, and efficiency, enabling teams to work cohesively and effectively towards shared goals.
First of all though I’m going to delve into the human aspects of resistance to new processes and work you through six strategic steps to ensure they embed effectively, fostering long-term business sustainability – because who doesn’t want that right?!

Understanding the Challenge

At the heart of the challenge with new processes is human behaviour. Employees often exhibit resistance to change due to the discomfort of altering their routine or fear of the unknown.

Successful companies are those that manage to not only introduce new processes on a regular basis but also fully embed them into their everyday ways of working

This resistance is compounded by an organisational culture that may not always support change.

Such environments can significantly hinder the adoption of new methodologies, regardless of their potential benefits. This has been heightened with technology over the years, sometimes new processes eliminate a person from doing that particular step of the processes or may highlight where a person or person hasn’t been doing their job properly or effectively which as you would expect are likely to cause the behaviours mentioned above.

The Importance of Effective Process Integration

The effective integration of new processes is more than a logistical challenge; I’d say it’s actually a critical component of a company’s adaptability and growth. Successful companies are those that manage to not only introduce new processes on a regular basis but also fully embed them into their everyday ways of working. Conversely, the inability to do so can lead to operational inefficiencies and many missed opportunities.
Also, recently I came across a business that employed a key person to cover quality and process management. They had previously worked in a business that was certified in ISO 9001 – Quality Management System and they had a tonne of experience and internal quality checks and audits under their belt.

However, despite a list as long as their arm of great ideas to support various outputs via process improvement, they explained to me that due to the lack of management buy-in and support, the processes didn’t reach or engage with the rest of the workforce.

This is such a shame and whilst top management buy-in is important – the puzzle to understanding the full picture here is key. Plus, it got me thinking, how common must this situation be and more importantly what would the likely outcome be if this super-talented and highly sought-after person experienced the same lack of support and lack of appreciation to these business-critical elements? I think we all know the answer to that!

Steps to Embed New Processes Successfully

Ok, so let’s dive into the key strategies below.
Step 1: Leadership and Commitment

As I’ve mentioned, successful process integration starts at the top.
Leadership must not only endorse new processes but actively champion them. This involves clear communication of the changes’ benefits and how they align with the company’s vision. Leaders must also build trust by being transparent about the integration process and expected outcomes.

Step 2: Tailored Communication Strategy

Communication is KING with a capital C! Great communication is key to overcoming resistance to change.

A tailored communication strategy and plan that addresses the concerns and needs of different groups within the team can facilitate smoother transitions.

This includes regular updates and opportunities for your team to voice concerns, which can help mitigate fears and foster a sense of involvement and acceptance. I often find using a dedicated space on your communications platform works great here, whether that’s slack, teams or whatever! Posting regular updates, even ‘how to’ videos is a key part of the communications strategy.

Step 3: Employee inclusion and buy-in

Inclusion and employee buy-in are crucial when introducing new processes. Firstly, inclusion fosters a sense of ownership and commitment amongst employees, making them more willing to embrace and adapt to change. When employees feel heard and valued, they are more likely to actively participate in the implementation process, offering valuable insights and feedback that can enhance the effectiveness of the new process. Secondly, Including your team in the process of creating and introducing a new process promotes transparency and reduces resistance. By involving them from the early stages, you can address concerns, dispel misunderstandings, and build trust, ultimately leading to smoother implementation and acceptance.

Step 4: Comprehensive Training and Support

Training and support are essential for equipping employees with the necessary skills and knowledge to implement new processes. This should go beyond initial training sessions to include ongoing support mechanisms, such as help desks or peer-to-peer mentoring (champions!), ensuring employees feel supported throughout the transition. As mentioned above, when there’s a new process, it’s good to document but also have a visual explanation, which helps with any new joiners also.

Step 5: Pilot Testing and Feedback

Before a full-scale rollout, pilot testing new processes can reveal potential issues and garner employee feedback. This approach allows the company to manage risks and refine the process based on real-world experience and feedback, enhancing the final implementation’s effectiveness.

Step 6: Recognition and Reinforcement

Lastly, new processes must be reinforced through recognition and rewards. Positive reinforcement can help solidify the new processes as a part of the organisational culture. Recognising and rewarding compliance and performance in the new system encourages continued adherence and enthusiasm. Sometimes, there are leader charts or we have often seen recognition in PDR’s (performance development reviews) and this works well to reinforce.

Integrating new processes into a business requires a thoughtful approach that considers the human element first. Thinking about user experience is key here in the development and the roll out.
By following these five strategic steps, organisations can enhance their capability to not only implement new processes but ensure they are fully adopted and embedded into their operations, paving the way for sustainable growth and efficiency.


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