This is what’s been on my mind lately, as I speak with existing and potential clients about the issues they face getting employees to work in CRM.
1. Importance of an Adoption Plan
Along with an Implementation Plan, an Adoption Plan – that is a plan to make sure employees use what has been bought and paid for- is essential, no matter whether you are starting fresh or upgrading. Many organizations simply put everything on hold while they focus on the upgrade process. However, I’ve learned from highly productive Dynamic CRM clients, both plans should be crafted with End Users in mind. By doing so, the project remains focused on how the CRM will support employees in their work and achieve overall company goals. Many times we get lost in the “technology for technology’s sake” weeds.
If you look into the elements of a good Adoption Plan, you will read much about end user motivation and “What’s in it for me?”. Explaining the Good News of CRM may not be enough and it is considered a best practice to explore and incorporate other motivations that may work within the culture of your organization. Some motivations to consider as part of your Adoption Plan are:
• Appreciation from leadership
• Public Recognition before peers
• Peer pressure
Finally, as with any plan, milestones, measurement and ability to adapt quickly will increase the chances of success. Transparency and timeliness of data as spoken about by Satya Nadella at Convergence is everything. Up to the minute reports – pictured below from CRMGamified’s Motivation Engine – easily accessed by all, will allow for decisions to be made immediately. Managers can see what is working, employees can see their progress and improve. Implementing an adoption plan with a motivation engine that measures and shares data as employees work in CRM should add to success for all!
2. More next time on Employee Engagement and what it means to the bottom line. You may consider reading this NYTIMES article “When Employee Engagement turns into Employee Burnout” about how high employee engagement, as it has been traditionally defined, is no longer sufficient to fuel the highest levels of performance