It happens that you have implemented CRM, and employees do not like using it. They complain about the total control, say it takes a lot of time, and then sabotage it. In the end, the implementation money is wasted. We tell you why this happens and what to do in such situations.
The problem. For employees to start working in CRM - it means to change the usual way of life. Instead of notes in notebooks and Excel spreadsheets, it means keeping client cards, and instead of discussing in messengers, it means setting tasks and scheduling meetings online.
In such cases, managers receive letters of indignation: "We used to work normally," "We are happy with everything," "We are fulfilling the plan as it is. It is difficult to rebuild not only for experienced managers - those who have kept manual records for 30 years and rely on a good memory - but also for young professionals. Humans tend to view changes that are not yet understood as a threat.
Solution. Show the benefits of the system and make working in it a habit. Here's what you can do:
1. Help at the implementation stage - show how CRM functions work and demonstrate their benefits. Show how CRM helps to schedule time, remind tasks, fill out documents quickly. Teach how to analyze your sales funnel.
2. Take action in small steps. First, ask employees to add new clients to the system. Then - transfer current clients there and set up reports on their tasks or deals.
Once employees get the hang of it, ask them to transfer basic work processes to CRM: communication, setting tasks, transactions, storing documents. Next, move on to more advanced functions. For example, automation: when a request hits the mail, it immediately appears in the system.
The problem. Employees complain that the introduction of CRM adds more work: will have to spend time on training, enter data on tasks and transactions, keep track of system updates. They say: "I'd rather make calls than fill out cards", "You won't find anything in it later", "Let me work in peace".
As a matter of fact, it is. It takes time to learn how to use the program and migrate your customer base.
Solution. Explain that the time spent mastering the CRM will quickly pay off. If you enter data on transactions, it is easier to make a report, if you put a task in the system, specify the deadlines and persons responsible, it is easier to monitor its implementation.
Here are a few ways to speed up your CRM:
1. Minimize the number of mandatory fields on client cards, leaving only those that are relevant to the company. Maybe the customer's date of birth is important for sales, and patronymic is excessive.
2. automate daily tasks: create report forms for each department, set up notifications of overdue tasks, make document templates so that the system fills them out itself.
3. Create a procedure for entering data to avoid errors in filling out cards and duplicates. To prescribe how to correctly enter the names, phone numbers and addresses of clients.
The problem. Employees find it difficult to start working in a new program. A manager spends more time on any action than before with notepad or Excel.
If a manager continues to work as before, it does not mean that he is lazy or stupid. Maybe the company didn't train him enough, and the integrator didn't explain how to use the support or the knowledge base.
Solution. It is important to make the CRM understandable to everyone:
1. Schedule training with the company that is implementing the CRM. It is good if it will include information blocks, time for practice, question-and-answer sessions, and access to an electronic knowledge base.
2. Conduct tests of employees on their knowledge of the functions. For new employees - obligatory, for old ones - at a certain interval.
3. Capture staff feedback after implementation. Ask employees what functions they don't need and what is missing. Then send the wishes to the system developer and ask him to implement them.
4. Assign internal experts to initiative employees who will help the others. Asking a colleague a question is easier than contacting technical support.
The problem. Managers fear that with the introduction of CRM their every move will be under the control of their superiors. After all, a manager can easily create a report on current tasks, see how an employee conducts a transaction, listen to the recording of a call. No one likes to be watched.
Solution. During training, tell and show how the CRM works. Explain that the system can't keep track of keyboard input and websites visited. CRM only collects statistics and history of changes for each task and transaction. There is no total control. If suddenly your colleague or boss changed something in your task, it's easy to track and prevent.
The problem. It happens that the "star" of sales, a leading specialist or manager, consciously maintains a separate customer accounting system - in a notebook, phone or Excel, and sabotages the CRM.
Perhaps this employee is protecting the connections he has built up, saying that only he can find an approach to the client. It happens that he does not want to share contacts with colleagues, saving them in case he goes to a competitor or into his own business.
Solution. It is important to find an approach to such employees and convince them to work according to common rules:
The problem. Some managers incorporate CRM work into KPIs. For example, an employee gets bonuses for having clients, even if he did not meet the plan, or is deprived of a bonus because he did not fill out a card. Unfortunately, this shifts the focus from sales to statistics. It's easier for an employee to enter data than to think about how to sell more.
Solution. How to motivate employees to work in CRM without KPIs:
1. Demonstrate the benefits of the system. Show managers how with the help of CRM they can improve service and earn more.
2. Don't fine me if I don't use it. This may further discourage you from at least trying to work in the system. It is important not to accentuate the CRM with bonuses and penalties. Explain that CRM is the same gadget as a phone or laptop.
3. Make the system interactive. Allow managers to track their indicators in the system and monitor their progress. An employee enters the CRM and sees on the first screen how many more tasks he has to close in order to get a bonus.
Also read: Customer Support Management
Problem. Imagine an employee who needs to issue an invoice: first, he enters the details into the CRM, then into 1C, and then into the contract in Word. After that, he passes the request on to lawyers and accountants, who continue working with the same request, but in other programs. This causes employees to waste a lot of time on routine tasks.
Solution. To CRM to simplify the work of employees:
Also read: 10 Ways to make your Website more User Friendly
1 Any change is met with resistance at first. Do not suppress it, but help employees: show the program functions, demonstrate their benefits. In parallel and gradually translate your work processes into CRM.
2. To learn how to work in the CRM and transfer the client base into the system, you need to spend time. It is important to show employees that it will pay off. For example, that filling out and coordinating documents, preparing reports will now take 15 minutes instead of half a day.
3. It is important to organize training for managers, provide a system of support and control. Form a group of internal experts - proactive employees, so that they on the ground help the rest.
4. CRM - a system to control tasks and sales, but not employees.
5. Don't give bonuses for an employee's use of CRM, and don't fine them if they don't.
6. The CRM should be user-friendly and integrated with all the programs the company uses. Make a list of programs you need to integrate with and ask the CRM developers if it can be done.
Also read: How Your B2B Business Could Benefit From Offering E-Commerce
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