By Marcus DePaul on May 10, 2018
Previously, we've shared specific tools that accountants and small businesses can use to automate their workflows. By automating core accounting tasks, scheduling, and more, businesses across all industries can redirect staff time away from manually-intensive projects while simultaneously saving money. This is especially true for small- to mid-sized companies that are often strapped for resources at the same time they’re striving for growth.
By making employees' jobs faster and easier, a practice can accelerate growth through increased efficiency and strengthen its overall service. But how do you go about implementing automated processes? Don’t throw your staff into the deep end and expect them to swim. Below are some tips on how to ease into the practice of automation to make it stick.
Establish a plan and contingencies
Before anything else, practices need a plan that spells out their end goals. For example, automating the backup of email attachments into Dropbox with a program like Zapier may be convenient, but a business must also ask related questions, such as how their team's ability to easily retrieve the attachments will be affected? Will everyone have access or only a single point person? Will this make collaboration between teams smoother? And so on. Failure to establish a roadmap will likely result in miscommunication and crossed wires.
Identify areas of biggest need
One of the easiest ways to begin automating a practice is by identifying the exact areas within the company that need it the most. Quite simply, pay attention to constant frustrations. By first plugging the biggest holes in workflow, firms can alleviate their employees’ collective stress, increasing the chances of getting everyone on the automation train. And you’ll help your business run more efficiently, too.
Automate easier processes first
On the flip side, if a business is fortunate enough to not have gaping operational holes that demand immediate attention, they can start their automation journey by attacking easier processes first. Returning to the example above, backing up email attachments is one of the simplest activities to automate. Following this route will make the task of introducing further automation into the practice less cumbersome and easier for everyone to incrementally grasp.
Start with a small test team
At the end of the day, you know your team best. If you anticipate that your automation roll-out might be complex or come with a steep learning curve, there's no need to bog down the entire company all at once. Instead, form a small team who can test the software in advance.
Project management automation software like Basecamp, for instance, is ideal for experimenting with smaller teams. By test driving it with only a few people, you can determine whether it would be a good fit for a particular department or the rest of your company. If this small subset feels like the software is clunky, unintuitive, or not user-friendly enough, then you’ve just saved time and effort that would go into rolling the program out to the rest of the company. Plus, if the test users prefer the software, they're better able to provide support to their coworkers as software is adopted.
Evaluate process efficiency
Owners do themselves and their firms a big favor by evaluating the individual processes they wish to automate before they set forth in that direction. This involves raking over the process(es) with a fine-toothed comb to pinpoint flaws. Multi-directional feedback is key. Seek input from your employees, then, devise a process map to help every worker visualize the various processes in your company and highlights which areas need attention. If you skip this step and blindly press on, all the automated software in the world won't fix your processes’ underlying inefficiencies. By taking stock of your business’s inefficiencies and initiating steps to correct them before committing to new software, you can reduce the risk of flushing money down the drain when you try and switch over to a new tool.
At its core, automation is about enabling and optimizing professionals’ work. However, automation tools can do harm as readily as they can help. The fault is not in the programs but in how they are used or if they “fit”. Companies that don’t take the time to understand which of their processes to automate, or who use software as a bandage for underlying dysfunctions in their processes, will likely decrease their efficiency. But by following the above tips on how to wisely use automation to optimize existing practices, owners can pave the way for fewer speed bumps and more growth.
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