Five ways to help your construction team adapt to new technology


Successfully adopting new technology means your team will see the benefits of the new software and how it will positively impact users and the business. What good is new software if you can’t get anyone to use it? When implementing new technology, it’s important to master change management, which means helping your crew adapt to the new technology.

Persuading employees to use new technical tools has more to do with change management, understanding the processes as they are and what will change in each employee’s daily life once the software is implemented. Change management involves getting executive approval, starting small, gaining an advocate for the software, setting expectations and goals, and investing in learning.

Get executive buy-in

The boss’s opinion is critical to the new workflows and big decisions that come with a software launch. Your support can mean the difference between a successful and a failed implementation. Leaders need to say, “Just because we did it that way doesn’t make it the best, so let’s do it better.”

During the transition, the organization will push back and want to continue doing things the old way because it’s more convenient for them. However, if senior management is respected and credible, team members will try the new tools and embrace the change.

Start small and then expand to the entire team.

If necessary, start with a small rollout to identify difficulties and common questions before everyone gets involved. It’s more efficient to jot down specific things to cover during the workout rather than answering the same question 50 times.

If you’re starting small, start with people who are already tech-savvy so they can see how easy the tool is to use and point out any challenges they see with the rest of the team. At the same time, select one or two people with little to no technology experience who can work alongside the more skilled team members and better understand how the software works.

Once those team members have embraced the solution, you can then distribute it to larger and larger groups who can ask the trained members questions or advice. While this method of delivering the software may take longer, it ensures crew members understand how the software works and the benefits it brings to their jobs.

Choose a team champion.

Select someone from the team to be an advocate and an expert on the software. This is the person who mediates between the vendor and the company and provides a precise point of contact for any questions from either side throughout the process. The Team Champion acts as an agent of change with practical and leadership qualities. This person is an excellent problem solver, great at networking and likes to lead with new ideas.

Change can be stressful, and some people will overwhelm them while others welcome change. As a team champion, use those who embrace change to bring in those who are negative. The closer the team champion is to the leadership of the organization, the greater the chance of success.

Set expectations and goals.

Adoption rates can vary between team members based on their willingness to learn a new tool. It helps the adoption rate set clear benchmarks that will help you measure your success throughout the process. Make sure everyone understands the benefits of the new tool for your business.

Rewards can help encourage adoption. Small rewards encourage participation and can be effective. Offer a reward scale, e.g. B. a reward for setting up a user account or for completing a training module. Give them a higher reward if employees keep using the solution. Or hold a competition and reward the worker who completes the training first.

Invest in continuing education.

The key to the success of new software rollouts is good training. The vendor usually offers some training and includes several days of planning, implementation, and follow-up phases. At each stage, action items are created and user testing is performed until the entire software system is deployed.

Consider scheduling regular training sessions to ensure the software is used as efficiently as possible and to keep you up to date with the latest features. You can hold monthly workshops to manage customer training after the implementation is complete. Or offer virtual learning summits where the vendor highlights industry pain points and shows how the software can address those issues.

Continuous online learning that can be consumed at the employee’s pace is another option. By giving each employee access to this learning environment, they can get refreshers on how to perform specific actions with the new software when needed.

Change management is essential as it helps team members gradually accept the changes with the new software. Most importantly, embed the changes into the company culture to ensure rapid transition and adoption. By making new technologies available to your employees, you can eliminate tedious, repetitive tasks and ensure your business stays ahead of the competition.

Lewis Frey is Director of Professional Services at HCSS. HCSS Professional Services supports customers throughout the process with hands-on implementation services and construction software training. The group ensures that product launch is as seamless and frustration-free as possible by using the group’s well-defined and proven process, which has helped thousands of companies successfully implement in less than 90 days.


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