How Companies Can Deal With Employee Fears

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I will highlight a few steps that will help make the process of implementing new digital tools smoother and more painless for employees.

Create a digital-focused corporate culture
Digital culture should become part of the company's DNA. To achieve this, some managers decide to select only those employees who are ready for digitalization and understand the benefits of using technological tools at the hiring stage. This approach usually works in high-tech industries: IT and telecom. Or, for example, in the back offices of financial finland telegram database organizations and retail, where the digitalization process began quite a long time ago.

Others decide to form such a culture from scratch. This should be done in the following sequence:

Formulate the goals and missions of digital transformation. They should be close and understandable to the team so as not to cause rejection and doubt. Ideally, employees should participate in this stage.
Describe new job responsibilities of employees;
Inform the team and solicit feedback from employees. Employees should be given the opportunity to freely express their concerns and fears. This will create space for open dialogue, and management will be able to prevent problems rather than solve them after the fact.
It is necessary to rebuild not only employees, but also the company's management to the new "digital rails". This is necessary to set an example and make the transition process more flexible.
Develop a system of employee motivation
The concept of material motivation is quickly becoming outdated. Of course, the size of the salary is important for employees. However, as soon as the basic needs according to Maslow are covered, the key motivation, especially for the younger generation, becomes interest in work. In a highly competitive market, those companies are chosen that offer job seekers self-realization.

Therefore, companies often depart from the accepted motivation schemes. They pay more attention to non-material factors. For example, they evaluate the contribution of each individual employee to the growth of the organization, as Avito did.

Ideally, the motivation system should be developed individually for a specific employee. People have different values, and it is impossible to reach everyone with one internal "product". For some, it is important to be recognized by the head of the department at a general event, someone needs new experience in solving interesting problems, and someone wants to be trained by key industry experts. If you take into account the individual interests of people, the transition to digital tools can be accelerated.