Just because you and your team have, or are going to, implement Salesforce, doesn’t mean all of your business problems will be instantly fixed. At the end of the day, user adoption is absolutely critical to establishing a working business process on a powerful CRM like Salesforce. It doesn’t matter how much you spent on custom development or if you have the latest plugins and integrations. If your team isn’t using them or isn’t using them properly, you business will suffer.
So with that in mind, here are six of our top recommendations, taken from various points in the Saleforce implementation and usage cycle to help ensure quality user adoption and ultimately, the success of your business.
Table of Contents
1. Establish leadership, the project team and empower enthusiasts.
Before the project really gets underway, it is always best to have your teams set and ready to go. Make sure every department is represented among the leadership and project team. Consider how much leadership needs to be involved in the day-to-day, and establish a rhythm and routine.
Next, identify prospective users who are enthusiastic about the Salesforce initiative. These users can be your “Champions” group, and serve as a communication conduit to and from the remainder of the team, relaying messages, sharing success stories and reporting back questions or issues.
Share Salesforce successes big and small, and communicate them outward each time a milestone is reached. At launch, think about celebrating, thanking or rewarding your early adopters and champions. From emails to banners to TV screens, get creative so that people internally can’t help but be aware of the growth and changes, and want to get in on the action.
3. One size doesn’t fit all
It might be helpful for management to take stock of where different groups of people are, and tailor responses and training accordingly.
- Able and Willing – These people are already Salesforce power users.
- Willing but Unable – They’re willing to use the Salesforce, they’re just not able (or not able to fully use it). Focus on solving the issues that are stopping them and encourage them to work through it.
- Able but Unwilling – Often a key group to address. Make expectations clear and continue moving forward while offering them plenty o opportunity to get on board
- Unwilling and Unable – Hopefully there aren’t many of these folks. These people will require a lot of work, and generally, complete unwillingness might be an indicator of a larger problem.
4. Go in Phases
The more complex the system, the more there will be for your team to learn and adapt to. Don’t overwhelm them by doing it all at once. Set up your new CRM adoption plan into phases to make it easily digestible. Focus on small steps and achievable goals so that everyone can see, smell and taste the growth that you are achieving.
5. Move Basic Tasks and Processes onto Salesforce
The idea is that it will become easier for people to do their jobs by using the system, and if they choose to not adopt, their jobs will be more difficult by default. Some examples include:
- Align Salesforce configuration and functionality with the business processes.
- Use third-party applications (ex. electronic signature) to increase efficiency.
- Use Chatter to communicate with the team on deal updates, internal news and important events.
- Conduct performance reviews and team meetings using the information in reports and dashboards.
6. Wash, Rinse, Repeat
Remember that user adoption is never static. It can always be increasing or decreasing. Set regular review periods, ex. 3 mo, 6 mo, 12 mo, and analyze how well your team is doing and what could be improved upon. Then make sure to follow through with fixing any issues.
If you are using a phased approach, try and establish measurable goals for each, and use them to help you know when it’s time to start the next phase. Plus, you can use your quantitative and qualitative data from the first phase to guide your way forward in Phase 2.
-Ryan and the CloudMyBiz Team
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CEO of CloudMyBiz Salesforce CRM consulting services with a deep knowledge in the lending industry. Taking keen interest in the project management side of operations, playing a vital role in the 31% YOY company growth. Strategic leader, mastering the ability to problem solve at every level of the business, providing effective solutions for clients.