Common CRM Onboarding Mistakes and How to Avoid Them

Most companies confuse CRM onboarding with adaptation—the two are completely different, yet dependent on each other to properly function. Onboarding starts with the decision on a CRM application that suits your company’s requirements. On the other hand, adaptation deals with processes that take place after onboarding, managing the proper working of the CRM.

CRM Onboarding 1

CRM onboarding involves several crucial factors including application feasibility, usability, intuitive GUI, the level of employee motivation, etc. There are also, however, dozens of elements that hinder this process. These obstacles can be people, technology, or processes. According to SuperOffice, 78% of the companies now invest in the onboarding of a social CRM application.

Does this sound like your situation? If so, we have a wake-up call for you! Trial and error are how we learn and improve. Certain steps can be taken to ensure maximum output from CRM onboarding. Here are a few mistakes to avoid for the best results.

Related: 4 Easy Solutions to Common CRM Problems

1: Show Why You’re Valuable To The Customer

“What’s in it for me?” is the question in every individual’s mind. Before you adapt to your CRM application, make sure it doesn’t simply add complexity without any gain. It should provide significant change that will yield benefits not only for the company but for your customers and employees as well.

“Vague understanding of employee advantages renders the employees disillusioned and makes them abandon the project. Define clearly how using CRM benefits employees, customers and the company”

–  Jon Ferrara

Related: What Are Micro-Moments and How They Boost Your Business

2: Make CRM Onboarding Processes Less Complicated

Companies often do not lessen the manual data entries as they had intended. You must intensify CRM processes to meet business needs head-on. But this complex augmentation adds too much struggle on the user’s part, leading to deficiency and lack of memorization.

No matter how large-scale we automate, the human factor remains supreme. This requires a level of motivation to function properly due to its psychology. Even when things get complicated, make sure to present and persuade customers in a simple way.

“Simplicity is the ultimate competitive weapon”

 –   Ken Segall (Creative Director, Author of Think Different)

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3: Avoid Fast Transition

Slow and steady wins the race. CRM onboarding is about steady business growth and balanced change. Most companies choose a CRM and suddenly transition from old procedures to advanced CRM structure.

“People can only adopt so much change at a time. I have never seen a CRM project fail because it was moving too slowly—but I’ve seen many fail because it went too quickly.”

   Geoff Ables (C5 Insight, Silver Oak Cellars & Twomey Cellars)

Don’t over-zealous and throw everything at your employees at once. Strive for a slow and gradual transition that defines long term success.

4: Don’t Skip the “Workout”

Single training sessions are not enough to prepare an employee to use your company’s new CRM. Change is difficult and needs to be dealt with carefully.

The best course of action for your employees is to start from the basics and make your way up to the more advanced functions. It does not have to be an overly long process, but a careful and thoughtful one with your employees in mind.

Final Thought On CRM Onboarding

These are a few of the most common mistakes businesses make when onboarding CRM. An ideal CRM onboarding system must be intuitive and easy to use, and OneCubeCRM is packed with effective tools and simplicity. This shortens the learning curve and enables your company to get back to work sooner. A good onboarding procedure ensures that goals are met and effective change occurs.

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2 Responses

  1. Thanks for the tips. While I generally agree, I think that while you want to be measured about the speed with which you move your implementation forward, there needs to be a set time and transition plan. I went through a rather large transition some years ago, did all the right things, planned with the team and fully engaged the stakeholders but still had those naysayers. We did move relatively quickly, but the team had plenty of time to get used to the transition and as I said was fully involved in the decisions and planning on how we would use it. Change is naturally difficult for people and I get that, but as leaders, we have to set expectations and move the teams forward. HA slow process in and of itself can at some point become disruptive if not managed well and with a set end goal. In hindsight, I reviewed that implementation and did not feel I needed to change or slow down the process. I think we just should all recognize that no matter how slow or fast we go, there might be some detractors and as leaders it is our job to get them moving in the right direction and drive to the success that the execution of a good CRM can provide to our organizations.

    1. I fully agree with your thought over the transition and implementation of a CRM in a company. I believe the key factor, and this is not directly concerning the team or the manager, is how much the main developer/leader/manager is creative and logical in his thought process. As you have mentioned that there always will be distractors whenever we adapt to a novel technology, I believe those distractions can be wisely dealt with (and eliminated for good) if the developers and stakeholders have viable, creative, and unique solutions to approach such issues in transition.

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