How to Train Managers on New Tools Without Disruption

Quick Summary

Rolling out new HR technology often fails not because of the tools themselves, but because managers are undertrained, underprepared, and asked to absorb change without support. Since workforce management tools directly shape how managers lead, plan, and communicate, effective manager training and change management are essential to minimizing disruption and driving adoption. In general, effective manager training and successful rollouts depend on:

• Choosing intuitive, user-friendly HR technology in the first place

• Planning early and anticipating workflow impacts and resistance

• Allocating sufficient resources and clear ownership
• Training managers early and continuously, not just at go-live
• Treating adoption as a mindset shift, not just a technical or operational task

Rolling Out New HR Technology Should Make Work Easier, Not Harder

Yet for many organizations, implementing workforce management tools such as time tracking systems, learning platforms, or scheduling software becomes a source of problems rather than progress. 

Worse, poor rollouts can turn into a vicious cycle: managers grow frustrated, employees resist adoption, work is disrupted, productivity dips, and the promised value of the tool stalls before it ever materializes. Rinse and repeat.

The issue, however, is rarely the technology itself. It is how organizations approach manager training and change management. Research consistently shows that managers are undertrained, underprepared, and under-supported when new systems are introduced.

Nearly two-thirds (60%) of managers don’t receive any training when they first step into a leadership role. Worse, nearly as many never receive managerial training. When HR technology is layered on top of that reality without sufficient managerial preparation and education, disruption is almost guaranteed.

So, how can your organization prepare its managers for new HR technology to minimize disruption, maximize adoption, and optimize results?

Start With The "No-Brainer" Foundations

Some of the first steps any organization should take regarding manager training of new workforce management tools are also some of the most obvious. 

1: Choose User-Friendly HR Technology

No amount of manager training can compensate for a system that is overly complex or poorly designed. “If your goal is a high adoption rate within the organization, make sure you’re choosing the most approachable, most intuitive system possible,” Michael C. Mankins, a partner in Bain & Company, told The Harvard Business Review.

2: Plan Before You Build

“It’s critical to anticipate and proactively address any potential glitches in the rollout to minimize disruptions,” says SHRM in its guide to seamless HR tech rollouts. Here, preparation means sitting down and answering hard questions in advance. How will managers actually use this HR technology in their day-to-day work? Where will it add value, and where might it create friction? What objections will managers have, and what concerns will they hear from their teams?

“That detective work on the front end is what sets the stage for effective communications and training. Without it, organizations are guessing, and that’s where things often go sideways,” argues Riley Smith, People Strategy & Change Management practice director at business consultancy Propeller. 

3: Allocate Adequate Resources

One common cause of technology implementation failure: organizations create setup-to-fail scenarios by under-resourcing the rollout. Every new technology requires manpower, budget, and possibly external resources to executive effectively, especially when it comes to working with organizational leaders.

“Every change is different, so every resourcing plan should be too,” says Smith. “The right number of change resources depends entirely on the variables at play—organization size, scope of the system, how much you’re customizing, who’s already on the team and how quickly you’re moving. You could end up needing one person or 10.” 

• The PEO Advantage: PEOs can play a critical role at this stage by helping organizations select integrated workforce management tools, mapping how those tools align with existing managerial workflows, and providing direct training and support options.
• For More Information: Read our article “20 Change Management Tips for Adopting New Technology."

Remember Commonsense But Too-Often Neglected Strategies

Even when the basics are covered, many implementations falter because organizations underestimate the human side of change.

1: Start Manager Training Early

Don’t let planning derail the necessary early steps of the HR technology rollout. It’s an all-too-common error to wait to start the training and change management processes until everything is already in place. In fact, managers should be part of the conversation with HR, if not from Day 1, then from very early in the process. This helps generate buy-in while, maximizing training opportunities, and gets managers as familiar with the technology as possible.

2: Appoint a Clear Owner or Champion For The Rollout

System implementations are notorious for becoming fragmented. Without a clear owner, issues fall through the cracks, expectations drift, and frustration builds.

HR Dive describes the importance of appointing a “Business Integrator,” a single point person responsible for aligning stakeholders, supporting learners, and keeping the implementation on track. SHRM uses the term “Change Champion.”

The title or descriptor may vary, but the function is the same. This individual, someone who understands both the technology and the business context, provides support for managers, helps to “sell” the new tech internally, aligns disparate teams and functions, and keeps everything on track. It also ensures leadership has a clear go-to person when they need more information, support, or guidance.

This is particularly key during inevitable rough patches. “To keep momentum high, change champions must actively address concerns, demonstrate unwavering commitment, and motivate employees throughout the execution process,” writes SHRM.

• The PEO Advantage: PEOs can fulfill these functions almost entirely for you. PEOs frequently act as experienced guides who have seen multiple HR technology rollouts and can help anticipate common pitfalls before they derail adoption.
• For More Information: For an in-depth look at how to solicit buy-in during change, read our guide for HR and company leaders.

Finally, Think About The Non-Obvious Considerations

Some elements of manager training and prep for HR technology rollouts aren’t necessarily something most organizations would think about at all, but these are areas where new implementations can often end up sinking.

1: Treat Manager Training as Ongoing, Not One-and-Done

“Sustained success requires a commitment to continuous co-learning, enabling teams to adapt, grow and lead effectively alongside advancing technology,” Stephen Wroblewski, talent strategy and development lead at Accenture, told HR Executive after a technology launch at FedEx.

Here, he’s talking about AI, but the sentiment will apply to almost any technology tool rollout. Sustained success requires continuous, not just one-and-done, learning. That’s the only way leaders and their teams will be able to use the new tool, iterate, and improve over time. Or as Smith puts it, “Don’t treat go-live as the finish line.”

Ongoing manager training should include refresher sessions, advanced use cases, and opportunities to share feedback. It should also evolve as the organization’s needs change. Treating go-live as the finish line almost guarantees underutilization.

2: Change Mindset Matters as Much as the Mechanics of the Change

“The most common misconception is that [technology] transformation begins and ends with tool adoption,” says Gary Lamach, senior vice president of strategy and growth at training platform ELB Learning. “In reality, successful transformation starts with mindset.” 

In fact, mindset may matter more with management than anyone else, because their own view of the technology rollout will directly affect how the rest of their team sees it. Rather than thinking of manager engagement with new technology solely in terms of training, think about it in terms of internal marketing. When managers view workforce management tools as tools for better leadership or as genuine facilitators of workplace performance, adoption accelerates. 

• The PEO Advantage: Note that PEOs support this long-term approach by offering continuous education, system updates, and advisory support that helps managers grow more confident over time.
• For More Information: One situational issue that can arise is change fatigue, when teams are just so exhausted by other changes that they resist new ones. Read our guide “5 Ways to Handle Change Fatigue in the Workplace."

FAQ: Manager Training and HR Technology Rollouts

Why does manager training matter so much when implementing HR technology?

Manager training is critical because managers are the primary users and interpreters of HR technology. Workforce management tools directly shape how managers schedule work, track time, and lead their teams. Without proper manager training, even well-designed HR technology can create confusion and resistance, and incorrectly used technology will inevitably underperform.

How can organizations minimize disruption when rolling out workforce management tools?

Minimizing disruption starts with preparation. Organizations should select user-friendly workforce management tools, conduct thorough testing, and train managers early. Change management should be embedded from day one, with clear communication about how HR technology will affect managerial workflows and decision-making.

Should manager training end once the system goes live?

No. Manager training should be ongoing. As workflows evolve and managers gain experience, additional training helps them use HR technology more effectively. Continuous learning prevents stagnation and supports long-term adoption of workforce management tools.

How can a PEO support manager training and HR technology adoption?

A PEO provides integrated HR technology, implementation expertise, and ongoing support. By serving as a trusted partner, a PEO helps organizations train managers effectively, manage change proactively, and ensure workforce management tools deliver lasting value.

**The information provided on this website is for general informational purposes only and does not constitute legal advice. While we strive to ensure the accuracy and completeness of the information, we make no guarantees about its correctness, completeness, or applicability to your specific circumstances.  Laws and regulations are subject to change, and you should consult a qualified legal professional before making any decisions based on the information provided here.