Caring About Your Employees Doesn’t Start at Implementation. It Starts Now

When organizations plan major technology transformations, whether implementing a new ERP system, rolling out AI capabilities, or modernizing legacy platforms, it is easy to focus on the “big moment” of implementation. Leaders often think the real work begins once a vendor is selected, requirements are gathered, and project plans are set in motion.

But here is the truth: caring about your employees does not start at implementation. It starts now.

Successful transformations are built on two cornerstones: proactive experience design (understanding usability before systems are selected) and thoughtful change management (supporting adoption once systems are rolled out). When organizations align both, outcomes are consistently stronger, faster, and more sustainable.

The Hidden Cost of Waiting Until Vendor Selection

Take the example of a prospect preparing for an ERP implementation in March 2026. Leadership has said they do not want to look at requirements until after the vendor is chosen. On the surface, this seems practical. Why spend time refining processes if you do not yet know the system?

The problem with that mindset is that it places the technology at the center instead of the people who will use it. Employees’ pain points, workflows, and usability needs do not suddenly appear after a contract is signed. They exist now. If those are not understood upfront, the vendor selection process risks being skewed toward features and promises rather than actual business and user needs.

This is a familiar pattern. In one ERP project, employees had been bending processes with spreadsheets for years just to keep things moving. Leadership waited until after vendor selection to dig into requirements. The result was expensive customizations, delayed adoption, and six months of rework that could have been avoided if employees had been engaged at the start.

By waiting, organizations do not just risk inconvenience. They risk wasted investment, lower morale, and reputational hits with staff who feel unheard.

Usability Is Human-Centered Design in Action

Usability is more than system navigation or interface design. It is the holistic experience of how employees interact with their work environment, processes, and tools. Designing for usability before vendor selection means asking questions such as:

• Where are employees experiencing friction today?

• What manual workarounds exist that slow down productivity?

• How do different roles interact with data, and what do they need to make decisions confidently?

• What will make employees feel empowered, not overwhelmed, when new technology arrives?

Gathering these insights before requirements and vendor discussions ensures that the chosen technology aligns with real-world workflows. It also signals to employees that their voices matter, not as an afterthought but as a foundation of the project.

ERP case studies reinforce this point: when employees are involved early, organizations avoid unnecessary customization, reduce confusion, and drive higher adoption. Usability is not just about designing a system that works. It is about building a culture that works. And nobody has ever said, “I am so glad we waited until the last minute to involve employees!”

Change Management Is Adoption, Not Communication

Many organizations confuse change management with communication. Sending out emails about “what is coming” is important, but it is not enough. True change management is about guiding people through the transition, helping them understand the “why,” building confidence, and creating ownership.

When employee needs are identified early, change management becomes easier because it is not just about pushing adoption. It is about co-creating adoption. Employees are more willing to embrace new systems when they see their input reflected in the design and feel that leadership cares about their experience.

And the impact is measurable:

Prosci’s best practice research states “projects with excellent change management are seven times more likely to meet objectives and five times more likely to stay on or ahead of schedule compared to those with poor change management.” 

Those are not soft benefits. They are hard results that translate into faster timelines, stronger ROI, and more resilient organizations.

Proof That Employee-First Projects Outperform Every Time

When organizations put employees at the center from the very beginning, they consistently achieve outcomes more quickly and with greater impact. Instead of rework, resistance, and frustration, leaders see engagement, confidence, and momentum.

The risks of not doing so are clear:

• Resistance and low adoption that delay projects

• Rework and customizations that drive costs up

• Training fatigue as employees struggle to catch up

• Erosion of trust when staff feel left out of critical decisions

This is where leadership matters. Successful leaders connect vision to execution. They make the strategic choice to invest in usability early and to lead change in a way that inspires trust and accelerates performance. Prosci’s findings, combined with ERP case studies, show the same pattern: early usability plus strong change management delivers faster adoption, stronger outcomes, and higher ROI.

Practical Steps to Start Now

If your organization is on the cusp of a major system rollout, here are four ways to start caring for employees today:

1. Conduct employee listening sessions. Host workshops or interviews across departments to uncover current challenges, manual workarounds, and desired improvements.

2. Map key workflows. Do not wait for the vendor demo. Document how work is done today and identify where improvements are most needed.

3. Define adoption success metrics. Think beyond system go-live. Success should be measured by employee confidence, reduced friction, and improved outcomes.

4. Build a change champion network. Identify early adopters and influencers now so they can advocate for the transformation from the beginning.

The Leadership Challenge

Caring about employees before implementation does not slow a project down. It accelerates it. It creates alignment between business goals, technology capabilities, and human needs. It helps organizations avoid costly rework, strained adoption, and wasted investment.

Most importantly, it builds trust. Employees see that leadership values their time, insights, and experiences. That trust turns into energy, collaboration, and resilience when the inevitable challenges of implementation arise.

So here is the challenge: if you are about to launch a transformation, ask yourself today, have I listened to my employees yet? If not, that is the real first step. Because the work does not start with the vendor. It starts with your people. And the sooner you bring them into the journey, the faster and more successful your outcomes will be.