Introducing automation: how to bring your team along from the start
5 min read
Short answer
Automation is well received when the people who handle the process today are involved from the start. Ask them which tasks they want to get rid of, test solutions together, say openly what changes for whom, and show what the time gained will be used for. Solutions imposed from above, by contrast, are often worked around.
What does this mean for your company? Book an intro call
The best automation achieves nothing if it is not used. And that happens more often than you might think: staff build workarounds, keep lists on the side or carry on as before. It is almost never the technology, but how the solution was introduced. Yet the people in your team are the best allies you have: they know the process and its pitfalls better than any consultant.
Why are good solutions worked around in daily practice?
- The solution does not cover exceptions that occur every day.
- A step is more awkward than before, and nobody asked.
- It is unclear whom to contact when problems arise.
- There are concerns nobody has voiced.
Who should be involved?
- The people who handle the process today: from the first idea, not just for the training.
- The team lead: decides on priorities and has to carry the change in daily work.
- IT: for access, security and operation.
- The works council, if there is one: if software is suitable for monitoring behaviour or performance, it has a right of co-determination under German law (§ 87(1) no. 6 BetrVG). That applies to many solutions.
- The data protection officer: when personal data is processed.
How do you talk about concerns?
The question “Will my job be cut?” is often in the room, even if nobody asks it. Raise it yourself. Say concretely which tasks will disappear and what the time gained will be used for: advice, quality, the work that gets left undone today. With skilled workers in short supply, many small and mid-sized companies are looking to achieve more with their existing team. But only promise what you can keep.
How does the introduction succeed?
- Start with a pilot group: ideally volunteers who are keen on something new.
- Train briefly, using real cases: an hour with your own cases achieves more than half a day of theory.
- Name a contact person: someone from the team who answers questions and collects problems.
- Act on feedback quickly: people who see their input taken up stay on board.
- Make successes visible: hours saved, faster lead times, fewer follow-up questions.
For AI tools, clear rules come on top, see ChatGPT at work.
How do you measure success?
By actual usage, time per case, error rate and how satisfied the team is with the solution. After a few weeks, ask what is working and what is not. Why projects without this involvement often stall is described in Why AI pilot projects stall.
Julius Launhardt introduces automation in small and mid-sized companies together with the teams who will use it. More on the process automation page.
Frequently asked questions
How do I deal with concerns about jobs?
Openly and concretely. Say which tasks will disappear and what the time will be used for in future. Only promise what you can keep. With skilled workers in short supply, it is usually about achieving more with the existing team.
Does the works council have to be involved?
If your company has a works council and the new system is suitable for monitoring behaviour or performance, it has a right of co-determination. That applies to many software solutions. Involve it early, it saves time later.
What if individual employees do not use the solution?
Ask why. There is often a real problem behind it: a missing exception, an awkward step, an uncertainty. People who are taken seriously usually come on board.
How long until a new solution becomes routine?
Usually a few weeks. What matters is a contact person for questions, quick fixes when problems arise and visible successes in the first days.