For instance, a workflow-management solution may require a certain level of programming skill ( low-code) or no coding at all ( no-code). Indeed, stakeholders may have to ask developers for help with the design and implementation phase, depending on how technical a workflow-automation solution is. In addition to considering price, Shakhnovich advised that companies focus on functionality, integrability with current systems, deployment speed, and the skills required to use the solution. "Even with an initially higher price, organizations may pay less because there’s no need to organize special training, outsource to developers, or buy additional tools like PDF editors or electronic signature solutions." "Cheaper is not always better," said Borya Shakhnovich, CEO and co-founder of airSlate, a workflow-automation vendor. And while price is important, it's not everything. Selection and deploymentĪfter outlining the pain points, business goals, and KPIs, stakeholders will be equipped to start shopping for workflow-automation solutions based on their specific needs. "All organizations should have dedicated resources and task forces to track the progress, report back ROI data, and closely monitor and adjust the workflow automation deployment strategy," said Stanley Huang, CTO and co-founder at Moxo, a client-interaction solution provider. Once workflow automation has eventually implemented, the company must continuously measure whether these workflows meet these goals. From there, they should define KPIs that a workflow-automation solution must be weighed against to successfully solve for these pain points. "Once the diagram is completed, the different systems involved can be identified to help determine the requirements for the workflow-automation tool."Īt this point, stakeholders should identify the current pain points of that process. "This visual representation works best for teams to identify and understand the problem more quickly more detailed specs can be provided as needed," said Jeff Pierce, senior vice president of product engineering at Appfire. Usually, that plan starts with a flowchart documenting a process scheduled for automation. So how do you implement it? Getting started "Streamlining things like that is pretty straightforward, and HR staff themselves can take the lead on how they want to implement it." "A lot of the approvals and oversight function better when automations interpret submissions from staff, like a vacation request, and check viability against the work calendar before sending to an HR rep for yes/no approval," Gonzales said. It can also optimize resources by automating tasks, such as scheduling, time tracking, and expense reporting."Īndrew Gonzales, president of, reports that his company's human resources department has found workflow automation particularly useful. "For example, can improve communication by automating email and communication systems. "By automating these tasks, organizations can improve efficiency and accuracy, while also freeing up employees to focus on more important tasks," said Jim Durham, CIO at Solar Panels Network USA. This can free up employee time for higher-level activities, save money on headcount, and guard against human error. Workflow automation is the process of automating typically manual tasks and business processes, using a variety of methods-software applications, simple scripts, or even robotics. But getting started still takes a lot of manual planning. Organizations are increasingly looking to adopt workflow automation to improve productivity, efficiency, communication, and customer experience. The workflow automation market is expected to increase to more than $78 billion by 2030.
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