There are many challenges to adopting new technology, from the tech itself to the communication and beyond. One area often overlooked is the mental health of those introducing and adopting any change. This area has received increased attention over the past couple of years, and is even more the case as we navigate the pandemic.
Thanks to COVID-19, mental health has been thrust to the forefront of many companies’ priority lists, not just within the accounting sector, but across all industries and sections of society.
It is now more widely accepted that supporting employees’ mental health and wellbeing can also positively affect the performance of a company as a whole. In 2020, Deloitte estimated that poor mental health costs the UK economy up to £45bn each year.
By taking a more holistic approach to change management, with a focus on mental health, businesses can ensure the successful integration of new technology or related procedures. Any change within a firm creates challenges, and adoption of any new technology is no different.
The impact on employees goes beyond training and technical support. Chargeable time lost to these important tasks will need to be recouped elsewhere, often by increasing workloads or working hours from those delivering the training and support. The pressure this causes, albeit short term, can still have long-term effects if this is not properly managed. The success of any implementation is heavily dependent on the employees’ ability to embrace the change, making the training and support element important.
Within the accounting industry this extends even further than employees, with the effects also being felt by clients. This includes standard change, such as the introduction of core accounting software. Another example is the move towards more online-based interaction for carrying out audit assignments. Ensuring employees are well supported and motivated will affect attitudes of clients to these changes as well.
What can firms do?
Effective change management requires individuals at manager or even partner level to become effective sponsors. They must show commitment and confidence in the systems being implemented.
From the perspective of the individual, it is an understanding of how people experience change. The Prosci ADKAR Model describes successful change when an individual has:
- awareness of the need for change;
- desire to participate in/support change;
- knowledge about how to change;
- ability to implement required skills and behaviours;
- and reinforcement to sustain the change.
It is important to always keep this in mind with any change or new implementation. A firm should ensure regular, meaningful communication with all employees.
There are a number of ways to approach this, but an appropriate communication plan should aim to answer questions employees may have rather than taking a dictatorial path. Not only will this positive communication improve morale and confidence in the changes taking place, it will also support an environment of open communication within a firm. This will promote mental wellbeing, covering current change and ensuring the firm is well placed for future changes. At MHA Carpenter Box, we value mental wellbeing very highly and have recently embarked on formalising how we look after our team from this perspective, with our mental health ambassador, Alaina Clarke, assisting with the writing of this article.
While it is neither tangible, nor standard, nor fixed, mental health is important and should be given sufficient prominence in any decision-making process. It must continue to be a priority through any change period and beyond. The old adage rings true that you are only as successful as the team around you, so ensure they are looked after.
About the author
Nathan Keeley, Partner, MHA Carpenter Box
