5 helpful tips for modern diagnostics in the digital transformation

In the digital transformation and the design of new working and corporate environments, modern and valid diagnostics offer many advantages that can make a fundamental contribution to the positive development of change. However, the introduction of diagnostic tools in existing organizations also poses a number of challenges. Based on the experience of many introductions of modern diagnostics for digital transformation and the digital mindset, 5 key points for successful introduction have been identified.

#1 User-centricity in the development of diagnostics

When developing individual diagnostic tools for companies or selecting the right tool, it is essential to focus on the users. After all, a diagnostic tool can only contribute to change if it is accepted and supported by the users (employees, candidates, etc.). This acceptance can be achieved by actively involving users in the development/selection process. For example, future users can be asked about relevant dimensions and subject areas to be considered. Another example is asking users about their technical habits and whether the diagnostic tool would mainly be used on mobile or stationary devices. Based on this early feedback from users, development can be made more efficient and target group-specific. In addition, you gain the first ambassadors for the tool to be introduced in the users surveyed.

#2 Early communication of the introduction of diagnostics

Communication about the introduction of modern diagnostics in the organization should begin well before the launch of the first tool. The earlier all employees know about the vision and goals of the introduction, the earlier acceptance is created and important questions (which of course always arise) can be clarified. It is also possible to use a professional communication campaign to convey the initial content around which the diagnostics will revolve. For example, content on the dimensions of a tool can already be communicated via various media (video, text, podcast, etc.) and when the associated tool is introduced, the employees have already had an initial insight into the relevant content.

#3 Involvement of committees/works council in the selection of diagnostics

The introduction of modern diagnostics in organizations serves the employees for their individual and personal development. Committees and works councils therefore have a great interest in finding out details about this. There are now two basic ways of dealing with committees/the works council:

Informing committees as late as possible about plans to introduce modern diagnostics for fear of dissenting voices and negative feedback. With this approach, committees will initially react negatively or neutrally as soon as they are informed, as they were not involved in the process and were not able to actively influence it themselves. This approach also makes it impossible to involve users in the development process at an early stage (see #1).

Inform committees and works councils as early as possible about the idea of introducing modern diagnostics and explain the “why” behind it and the vision. This information should also include a specific invitation to committees/works councils to help shape the development of the diagnostics strategy and tools. This approach prevents any doubts from arising among committees due to information inequality among members. In addition, by helping to shape the strategy and tools, the committees become ambassadors for the introduction of diagnostics.

It is highly recommended to use the second option for dealing with committees.

#4 Scientific nature and reliability of diagnostic tools

Diagnostics only bring added value for employees and organizations if they are scientifically valid and reliable. This means that all tools used should be scientifically validated. This is the only way to ensure the reliability of the results and thus analyses that help employees move forward. In addition, a lack of a scientific basis is a red flag for all diagnostics skeptics and a justified point of attack.

#5 Continuous adaptation of diagnostic tools

As soon as a modern diagnostic tool has been introduced and rolled out in an organization, monitoring and adaptation begins immediately. The acceptance of the introduced tool among employees should be measured and targeted measures implemented to increase acceptance. In addition, the content of the tool should be continuously compared with internal and external developments within the company. Particularly in times of exponential development (which we are currently experiencing due to the digital transformation), serious changes in environmental conditions can occur rapidly and this naturally requires the diagnostic tools used to be adapted.

By considering these 5 tips, you will master the challenges of introducing modern diagnostic tools.

Julian Knorr

Julian Knorr ist Gründer und CEO der ONESTOPTRANSFORMATION AG. Gemeinsam mit seinem Team unterstützt er Unternehmen bei der Analyse und Entwicklung von digitalem Mindset. Hierfür hat ONESTOPTRANSFORMATION eine einzigartige Plattform entwickelt: Mit der KI-basierten Mindset Navigator Plattform entwickeln Mitarbeiter*innen die überlebensnotwendigen Zukunftskompetenzen, Unternehmen erhöhen die Bindung der Mitarbeiter*innen und werden attraktiv für neue Talente. Zu den Kunden gehören KMUs (z.B. Sparkasse) bis hin zu Großkonzernen, wie z.B. Lufthansa.