Since I started in staffing as a recruiter in 1994, technological disruption has rattled our industry every few years.

In the ’90s, we thought job boards such as Monster would replace staffing firms. Then, in the 2000s, we predicted vendor management systems and manages service providers would create barriers between us and our clients. During these tumultuous periods, we imagined new technology would crush small to midsize staffing firms, causing massive consolidation. Yet there are still close to 20,000 staffing firms in the US. Staffing remains stubbornly fragmented as new entrants continue to balance out mergers and acquisitions.

However, now we are facing two significant disrupters simultaneously: the rise of staffing platforms and the emergence of artificial intelligence. It’s easy to see how a marriage between the two could significantly threaten small and midsize firms, as these new technologies can fundamentally challenge their market strategies — as well as upend their internal operations.

Just as with previous technological disruptions, there are opportunities for staffing leaders. But without proper preparation, technology at best has a nominal impact on growth. At worst, it disrupts and distracts from the company’s core mission.

Here’s how to prepare for the next chapter of tech innovation.

Focus Your Strategy First

It’s tempting to show you’re adapting by running out and purchasing new tech for your firm. It’s crucial you first analyze the characteristics of the clients you are selling to. Then, have a disciplined plan to implement it.

Too often, I have seen clients purchase technology and follow it with poor implementation, wasting time and money. The key is not the amount of new tech you are adopting but instead creating and following a strategic plan for its execution. Failure to do so reduces the benefits tech can bring to your firm and increases the likelihood of poor adoption.

Consider Your Stakeholders

It’s vital you understand the impact your new tech has on all stakeholders, both internally and externally. Most people hate change even if it clearly benefits them. This resistance often leads to failure of adoption — even for major stakeholders.

For internal teams, such as recruiting and sales, I encourage executives to invite key players to join the decision-making process. When you include others, you can validate the tech’s impact on productivity and improve buy-in from key players.

Another perspective to consider: How will the new tech impact your relationships with clients and consultants? Even if the tech is better for you, it might not be better for external stakeholders. I’ve seen firms embrace software or platforms they believe will make their operations more efficient, only to see their close ratios decrease because the tech made their firms harder to work with. To avoid unforeseen consequences such as these, put yourself in the shoes of your partners or clients to gauge how new tech will impact external stakeholder relationships — positively and negatively.

Have an Adoption Plan

When companies onboard new tech, there’s usually a surge of training during the final stages of implementation. However, effective adoption requires ongoing training and oversight. This is especially true for fast-growing firms that are generally hiring new employees at a rapid pace.

But even before you start training, it’s a good idea to audit your existing tech. If the audit reveals poor utilization, you can quickly pivot away from reviewing new tools to instead enabling your team to be better users of their current ones. Weekly lunch-and-learn meetings, supported by metrics that measure utilization of the tech, will educate your team and reinforce tech as a required part of their daily workflow. This focus creates a more tech-savvy team, improving adoption of both existing and future tech.

We’re entering a period in which technology will upend our industry — again. Staffing firms must have clear pathways for incorporating it into their growth plans. They need to ensure their strategies are well defined, they are clear about how new tech will impact internal and external stakeholders and, most importantly, they’re ready to provide training and oversight to ensure effective adoption.

Over my 30 years in this industry, I’ve seen how easy it is to overestimate tech’s impact and underestimate the effort to use it properly. However, by following the three guidelines above, you can ensure you choose the right tech and ensure the adoption you need to remain competitive.