You’ve had your CRM for longer than you’ve had most of your employees and you’re hearing lots of the same moans and groans:
“it’s not working”
“it’s always crashing”
“I can’t find any candidates in it”
“my 1980’s Atari felt more up to date”
“there is no management info because no one's using it!”
The decision has been made to replace your recruitment CRM. You’ve spent 6 months sourcing a new one, another 6 months implementing it and would you believe it, 6 months later and you’re still hearing the same old moans and groans.
How can you give BAU (business as usual) the best chance of success?
Business as Usual Starts Before Business as Usual
It may sound obvious, but many Recruitment CRM projects struggle at the embedding phase due to inadequate post go live planning. It’s not surprising. There is a HUGE amount to do during implementation and the project team are normally spread thin focusing on getting the new system in a fit state for go live.
There are many strategies to planning and managing BAU. My favourite is having a BAU project team involved mid-way through implementation. Their responsibility is to plan, support and manage the embedding of the CRM into business over the next 12 months. Their job is to make sure that your investment returns! (ROI)
"That’s a big investment", I hear you say. However, what is the cost of a disgruntled workforce being negative or the disruption of losing many people or the lost opportunities of your current and future clients?
Investing in the BAU is almost more important that the implementation process itself; underestimate the BAU support requirements at your peril.
Management are THE Key
Management don’t need to know how to use the CRM, right? WRONG!
Management / Directors / Team Leaders all need to know exactly how everyone should be using the system so they can support and train their teams at go live and beyond.
All too often, “Super Users” are trained to deliver this message but they tend to be sales administrators, busy consultants or new recruits. They don’t have the status within the business to try to invoke change or persuade the biggest billers why they should change their habits and behaviours!
The adage of “Coming from the Top” really is true when you’re managing CRM Implementation Projects. These are not technology projects, they are Change Management Projects and the only people who can change the business are the leaders and managers of that business.
It’s All About Communicating Expectations
When a recruiter hears the following “We are going to change the CRM”, what they really hear is “Yippee, a new CRM. It’s just like upgrading my car; it will be shiny and faster and way better than what I had, oh and I know how to drive so it will be easy to adapt!”
This can lead to my personal favourite user statement “The previous system was so much better/easier!”. No, the previous system which was built on highly suspect 1980’s technology that continuously failed and you always complained about, was more FAMILIAR. As a project team, you have to prepare users for change and this starts not at Go Live, but much earlier during the implementation phase.
Key Rules when Implementing a New Recruitment CRM
- Ensure you tell everyone that CHANGE is coming and everyone needs to get on-board!
- The system will not be perfect from day 1, everyone needs to prepare to communicate issues and be ready for CHANGE!
- There will be BUGS (potentially a lot and for a lot longer that you'd like!) Live with them whilst the project team sorts them out!
- Get SLAs (service level agreements) in place - ensure you respond to EVERY issue and communicate an update or fix to the business (if it warrants it) or the individual on a pre-agreed timeframe.
If you haven’t already, read our other blogs on CRM Implementation and Change