As well as the typical barriers to successful CRM implementations, such as customisation or integration of new systems, IT directors need to address change in overall workforce behaviour, says Mike Cotton, Head of EMEA Alliances at OnDemand Software. In order to get the promised benefits from upgrades and improvements, a combination approach that includes the technology, the process and the training is necessary. And it should be delivered throughout the entire life of the system implementation to be full effective.

When asked about typical barriers to successful CRM implementations, you would expect most IT directors to suggest it was integration with existing systems or customisation issues when being added to legacy systems.

Often overlooked is the issue that these rollouts involve much more than changing technology in an existing framework but rather in having to address changes to workforce behaviour about the proper use of these new systems.

It would seem that the bigger the project, the bigger the chance for disruption to employee’s day-to-day lives, which can have repercussions on the enterprise as a whole. In fact, it is a lack of l change management that has become the biggest area of failure in implementing enterprise software.

In order to get the promised benefits from upgrades and improvements, a combination approach that includes the technology, the process and the training is necessary. Following these rules will ensure that managers can persuade users to embrace change.

Connect the user to the big picture. CRM is about motivating employees to ‘want to’ deliver value to customers and enhance performance. It is vital to share a top level vision on how the new application will enable the business to progress or meet specific business goals and objectives — including a detailed timeline of changes. Sharing this vision, and doing it well, should set the stage that a change is coming, and that it will require behavioural changes from staff.

Training is vital. Research shows that nearly three quarters of CRM projects do not have formal training programmes in place to assist employees to use and understand CRM applications. Yet 85 per cent of technology failures are due to people and process issues.

So why is training so overlooked?

Training is vitally important — specifically for CRM implementations. By providing a meaningful training, adoption problems will be lessened. It should be tailored to show how each individual’s daily responsibilities will be accomplished using the new framework. And “real life” scenarios that mimic everyday situations will help increase understanding.

Training should not be seen as a one-off event, but rather as something that needs to be delivered through a variety of methods, throughout the entire life of the system implementation. As company cultures differ it is helpful to define which particular method of delivery would be best received and successful, for example classroom sessions for call centre staff or web-based modules for field sales staff with limited desk time.

Help desk support is useful for ongoing reinforcement of learnings, measurement of training needs as well as enhancements to share trends or issues which will further the ongoing utilisation and acceptance of the application.

To ensure that training is reinforced through managers or mentors, companies can also create ‘super user groups’ who can support their team and provide ongoing training updates.

Timing is another key consideration in ensuring acceptance of CRM applications.

Attention to behavioural changes should be a priority during the blueprint phase of any CRM implementation to ensure that plans are executed in suitable timeframes prior to the ‘go live’ date. This will also guarantee that adequate budget can be allocated to behavioural changes.

Gartner findings on the subject state that 17 per cent or more of ‘spend’ on an enterprise application implementation project should be allocated for training, to ensure implementations are delivered on time and in budget.

To this end, it is vital to communicate with staff. It is not possible to over-communicate, to users, about necessary changes in process, procedure and behaviour. Meaningful and realistic messages delivered to all levels of the organisation should be delivered regularly throughout a project. News of achievements, key milestones, delays and successes will make users feel involved and open to addressing any questions or concerns about the process.

Another benefit of the help desk is in this acceptance stage when answers to questions about process and procedures relating to system usage can be very useful for new users.

After all, staffs want to be able to support their own customers, and be competent and effective in doing the tasks involved in their jobs. To do this they must be motivated to use new systems to deliver value to customers and enhance the company’s overall performance. This is something no technology system can inspire without human input.

Through investing in human infrastructure and good sound technology in cooperation with using training and effective communication methods, companies can encourage positive responses to change and achieve that return on investment it was banking on from the beginning.

OnDemand Software is a recognized leader in providing software solutions that enable rapid user adoption and accelerate the return on investment for enterprise application implementations. With OnDemand Personal Navigator™, our synchronized content development platform for documentation, training, and in-application performance support, organizations can increase enterprise application utilization, realize faster time to competency, and reduce training costs and content development time. More than 850 Global 2000 companies are deriving greater business value from their enterprise applications with OnDemand Software. We fuse people, process, and technology to mitigate risk and enable seamless change management. Founded in 1986, OnDemand Software, a division of Global Knowledge has over 850 Global 2000 customers. OnDemand Software, a division of Global Knowledge Network, Inc., a Welsh, Carson, Anderson, and Stowe portfolio company, is headquartered in King of Prussia, Pennsylvania, with offices worldwide. OnDemand Software, Division of Global Knowledge