Robotic process automation (RPA), a service offered by RPA companies, is certainly a life changer. With forecasts of a market of nearly 9 billion dollars by 2024, it has attracted every vertical. One of the main reasons businesses are choosing it is its fast turnaround time and ease of access. A virtual workforce is capable of delivering fast results, accurately, and with the flexibility of ramping up or down. This is a definite boon, particularly as it comes at nearly one-third of the cost a human workforce. Nevertheless, several firms take it negatively for fear of potential layoffs. But this isn’t true in most cases. With rising workforce demands, there are all possibilities of robots raising human predecessors to more rewarding and better roles. It’s a positive move towards developing leaner, productive, and efficient business processes. Communication thus remains the key to ensuring that employees understand or appreciate and welcome the change. Here are the 3 Cs that drive the communication of this change.

  1. Clarity

Thought and action clarity is critical to communicating any change in an establishment. A clearly defined and well thought vision that’s reinforced by a thorough action plan, communicated in definite terms, is a must. Employees must know what’s happening, why such change and why at this time. What’s at stake and what do they gain? These answers must be as clearly established as possible. Even if some don’t know what a robotic process automation company is, for example, they must be told what it is in clear terms. Shun jargon and keep message simple, relatable and bit-sized. What do the employees stand to gain (regarding up-skill/ career prospects etc.)? Clarity helps in dispelling all unnecessary fears and building an atmosphere of excitement and even anticipation.

  1. Credibility

There shouldn’t be space for doubt when communicating change, particularly concerning RPA. Information sources must be credible. Don’t forget, grapevine usually spreads wide and far within any vacuum that poor communication leaves. Don’t allow rumor mills to take over. Pre-empt likely information needs and have a somewhat thinker ready for any queries that could arise. Demonstrated action and leadership buy-in is core to driving faith. Employees require just a single version of the truth and it should be from respected authority.

  1. Continuity

By nature, communication is an ongoing process, and isn’t fixed. Be ready with a continuous engagement and information plan, validate the plan at all stages and make it stay responsive to the organization’s needs. The changes which RPA brings are far-reaching and its positive impact should be reinforced at all opportunities. Information must be followed through and revised at all stages. Involving stakeholders – indirectly impacted staff, directly impacted teams, and their respective leaderships not only need to be continuously given the appropriate information but kept invested and involved. Communication doesn’t get overdone but you must choose channels and messages wisely, and more critically create the appropriate mapping.

Change is certainly constant. We embrace it or allow it to run us over. When you hire the services RPA companies, a bit of preparation and lots of planned communication will surely give your change a positive color. Read More: https://www.rpaimplementation.com/what-we-do/