Introduction:
There is a simple yet often overlooked solution to accelerate the pace of technology adoption in the mining industry: including the frontline workers throughout the adoption process. By involving the frontline, mining companies can accelerate adoption rates, reduce the resistance to change, and increase user engagement with the technology. Their involvement can also improve the effectiveness of new technologies by including practical insights from the frontlines, while also building internal technology champions and upskilling your workforce.
The operators of equipment are your greatest allies in technology adoption. Unlike conventional top-down implementation strategies, Sofvie Inc.’s implementation strategy transforms operators from passive participants to active contributors in the technology adoption process. By embracing innovation while empowering the workforce, this strategy promises to not only address the adoption hurdle, but to also advance long-term efficiency and safety in mining operations.
1. Engaged Workforce
Sofvie Inc. includes the operator from the outset in the adoption and implementation process – a core feature of our technology implementation strategy. The importance of involving operators in the adoption process to increase acceptance is not a view shared solely by Sofvie Inc. Existing research also suggests that including the operator in the early stages of the adoption process can increase user engagement, product quality, and reduce the resistance to change.1
In addition, communication and engagement with all stakeholders, including the workforce, can accelerate technology acceptance. As the frontline workers get more comfortable with the technology, they feel empowered to suggest improvements/enhancements. This approach allows companies to leverage the practical expertise of the end-users of the technology, creating the opportunity to adapt the technology to suit the particular needs of each mining operation.6
2. Enhanced Safety and Productivity
Not only does involving the operator in the adoption process improve user acceptance and accelerate adoption, but it has also shown to improve safety and productivity throughout companies. While not mining-specific, a Gallup (2020) poll comparing companies with high employee engagement and low employee engagement found that high employee engagement can improve safety, productivity and profitability for companies. Companies with high levels of employee engagement reported 64% reduction in safety incidents in comparison with companies with low engagement.2
The contrast highlights the importance of having an engaged workforce for safe operations. In addition, the same Gallup poll found that companies with high employee engagement improves their bottom line, with 23% greater profitability, and 8% greater productivity, than companies with low engagement.2 Ultimately, when you have an engaged workforce, the whole organization benefits from less safety incidents, higher productivity and profitability. From safer worksites to more efficient operations, the data makes a compelling case for prioritizing employee engagement in every aspect of mining operations, especially when introducing new technologies.
3. Gain Valuable Insights and Expertise
As mentioned above – leveraging the expertise of operators in the technology adoption process can increase the likelihood of user engagement. The frontline workers have invaluable, hands-on experience that can provide insights into the realities of the environment where the technology will be deployed. As research suggests, worker experience “could help to increase understanding of the use of the equipment, the work that is performed and practicalities in the work environment, and identify and resolve potential issues.”3
By including operators from the outset, companies can simplify the implementation process, build trust in the technology, and increase the likelihood of user acceptance. As operators provide feedback throughout implementation, they can see their input being valued and used in the decision making process, they can then begin to see value in the technology. This allows for continuous improvement, where operator feedback can drive enhancements to the technology and overall operations. By giving operators a voice in the process, mining companies not only gain crucial insights but also foster a culture of innovation and engagement that can transform their entire operation.
4. Build Trust, Empowerment and Ownership
Early involvement of the operator can not only accelerate buy-in, but also foster a sense of ownership among the operators. By communicating the benefits of new technologies directly to end-users from the outset, companies can overcome the initial resistance that comes with any new change. External research also supports this strategy – as one study suggests, “early involvement was noted to help end-users to understand the benefits of the equipment, gain faster acceptance, take better care of equipment, and enhance the likelihood of successful implementation of new technologies.”1
By including operators in the early stages of adoption, companies can build trust, cultivate a sense of ownership, and increase engagement. As the same study suggests, “one of the most effective ways to increase adoption is to engage users directly in the development process by employing agile techniques that give users more agency.”1 By making operators partners in innovation rather than passive recipients, mining companies can turn resistance into a powerful force for technological advancement and operational excellence.
5. Eliminate Resistance to Change
While best practices in change management begin with top-down leadership, the active involvement of all participants affected by the change is crucial for success. Research emphasizes that “early, adequate, and active participation of those affected by the upcoming change” is vital.4 By valuing contributions and improving information flow, organizations can help employees feel trusted and valued. This approach reduces resistance to change and increases motivation and commitment. Additionally, it allows change leaders to leverage existing knowledge for a more effective implementation process. In short, this collaborative strategy transforms change from a top-down strategy into a collective effort, driving successful outcomes.
Conclusion:
The success of technology adoption and implementation in the mining industry can be greatly improved by involving the operators in the adoption process. By including frontline workers, companies can overcome the very real challenges of technology adoption, such as resistance to change, while also accelerating adoption rates, and leveraging valuable insights that enhance both technology and implementation.
This approach can improve safety, productivity and profitability for companies. It can also foster a culture of innovation where operators and frontline workers feel empowered to contribute their expertise. Additionally, it aligns with effective change management practices by transforming top-down initiatives into collaborative efforts that build trust and engagement across the entire company.
To learn more about how Sofvie can enhance your operations, drive safety and efficiency in your mining processes, book a demo with us today! Don’t miss the opportunity to transform your operations—let’s talk!
Endnotes:
- Leesakul, N., Oostveen, A. M., Eimontaite, I., Wilson, M. L., & Hyde, R. (2022). Workplace 4.0: Exploring the implications of technology adoption in digital manufacturing on a sustainable workforce. Sustainability, 14(6), 3311.
- https://www.gallup.com/workplace/285674/improve-employee-engagement-workplace.aspx
- Pelders, J., & Schutte, S. (2021). Worker inclusion in equipment development processes in the modernizing minerals sector in South Africa. Journal of the Southern African Institute of Mining and Metallurgy, 121(2), 63-69.
- Dempsey, M., Geitner, L., Brennan, A., & McAvoy, J. (2021). A review of the success and failure factors for change management. IEEE Engineering Management Review, 50(1), 85-93.
- Pelders, J., & Schutte, S. (2021). Worker inclusion in equipment development processes in the modernizing minerals sector in South Africa. Journal of the Southern African Institute of Mining and Metallurgy, 121(2), 63-69.
- Gregorio, J., Pujol, F., Sellschop, R., & Zuniga, D. (2020, September 2). Engaging employees to use analytics: How mining companies solve the adoption challenge. McKinsey & Company. Engaging employees to use analytics: How mining companies solve the adoption challenge.
