The implementation of Salesforce is a significant moment for any organisation, with a substantial impact on its functioning and efficiency. Whether talking about a small company or a global corporation, changing to a different CRM or implementing a system for the first time requires precise planning, the involvement of numerous teams, and, as is sometimes forgotten, thoughtful change management.
Implementing new systems in an organisation is not only a technological transformation; it primarily affects people and their daily work. How can natural resistance be transformed into enthusiasm and commitment to innovative solutions? How to manage change? We will consider the answer in the article below.
In my previous article, I highlighted the importance of change management in the context of a Salesforce implementation, to which I refer for more detailed information. Let us recall the essential conclusion: the success of a Salesforce implementation is determined not only by the technology but also by the people (end users) who use it. Change management in the context of Salesforce implementations focuses primarily on them – their reactions, adaptations, and commitment to the change process.
It is important to understand that every employee reacts differently to change. Some see it as an opportunity to gain experience and improve their job performance, while others may feel anxious about stepping out of their comfort zone. This is why a Salesforce implementation’s change management process must consider employees’ diverse expectations and concerns.
The causes of employee resistance to system implementations such as Salesforce are complex and multidimensional. Its source is usually not single factors but a combination of psychological aspects, organisational aspects, as well as individual experiences and perceptions.
Here are some of the most prominent causes and hints on how to deal with them.
Salesforce is a powerful tool with a wide range of functionality that can seem overwhelming to inexperienced users. Uncertainty about how to use a new system, its interface, and its impact on daily tasks can lead to ‘fear of the unknown’. Employees may fear that they won’t be able to cope with the new system’s demands or that the changes will negatively impact their work.
- Conduct initial information sessions and extensive communication to explain the Salesforce implementation’s purpose, benefits, and impact on daily work.
- Transparent communication and preparing employees for change in advance can significantly reduce their fear of the unknown.
Salesforce’s automation of sales, marketing, and customer service processes may cause employees to perceive automation as threatening their role in the company. The fear that the system will replace some of their responsibilities can lead to job security and stability anxiety.
Emphasize employees’ roles after system implementation. Explain how Salesforce can enrich their job positions by automating routine tasks, leaving more time for creative tasks that require interaction with others.
Salesforce requires users to acquire specific skills to use all its features effectively. Employees not proficient in technology may fear a lack of competence to use the system effectively, increasing their resistance to the solution’s implementation.
Organise comprehensive training and workshops tailored to different skill levels and provide ongoing access to support materials and technical support so employees feel confident using the new system.
The Salesforce implementation phase and initial training period can add additional tasks to already busy work schedules. Employees may fear that learning and adapting to the new system will significantly increase their workload.
Set realistic timeframes for learning and adapting to Salesforce, including time for training during working hours. During the transition phase, ensure employees are well-rested with excessive tasks.
Employees who prefer traditional working methods and the tools used so far may resist changing how they perform specific tasks and the transition to Salesforce. Changing a perfectly honed work routine and the need to adapt to a new system can cause resistance, especially among long-serving employees.
Enable employees to express their concerns and suggestions about the new system early in the implementation and even in selecting the company’s new CRM system. Inclusion in the decision-making and design process can help reduce resistance by showing that their experience is valuable in shaping the new working environment.
Past experiences with failed technology implementations can also affect employees’ perceptions of Salesforce. If previous CRM systems (let alone a failed Salesforce implementation) have failed to meet expectations, employees may be sceptical about the new solution’s promises.
Interactive workshops or demo sessions should focus on the specific, practical benefits of using Salesforce for each employee. These sessions should present several scenarios reflecting employees’ daily tasks and challenges.
The decision to implement Salesforce without extensive consultations with employees may make them feel that their opinions and experiences are ignored, creating a feeling of undervaluation and marginalisation in the team.
Actively involve employees in the implementation process, e.g. by creating change ambassador teams to provide feedback and ideas from the rest of the team. Awareness of influencing the process can negate feelings of being undervalued.
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Effective communication is the heart of change management. Using tools such as Slack or Microsoft Teams to share information on an ongoing basis, as well as regular newsletters (in the form of release notes, for example) to keep the team informed of progress and next steps in the project, ensure that no one feels left out.
In companies with a firmly entrenched organisational culture, introducing a system such as Salesforce, which requires changes to day-to-day operations, may cause a feeling of threat to existing values and norms.
Align Salesforce implementation with the organisational culture rather than trying to impose incompatible changes. This may mean aligning training, communication, and the pace of implementation with company values. Salesforce is a highly customised solution, so the new CRM can quickly adapt to the organisation’s needs and culture.
Constant adaptation to new systems and processes can be a source of stress for employees, leading to change fatigue. This fatigue can manifest in lower engagement, reduced productivity and increasing cynicism about subsequent initiatives.
- Recognise employees’ efforts and commitment to the change process, e.g., through reward systems or public recognition of their work.
- Provide adequate room for rest and recovery to avoid burnout.
The examples listed above are the most common reasons employees are reluctant to implement Salesforce. However, every organisation is different, with a unique culture, history or structure that can generate different difficulties or resistance from employees.
Before starting a project, it is essential to analyse what impact the change may have on the whole organisation, specific departments, or individual employees. Some techniques and tools can be used, such as SWOT, stakeholder or risk analysis, training needs analysis, surveys and interviews, business process mapping, behaviour change analysis, and assessing the organisation’s readiness for change. Of course, these are just some of the many instruments. It is beneficial to draw on the expertise of a change management specialist or business analyst who can lead the analysis or support the entire change management.
Appropriate change management when implementing Salesforce is critical to minimising employee resistance and maximising the benefits of the new CRM system. The approach to change must be holistic, considering employees’ diverse needs, expectations, and concerns. Organisations can effectively manage the transition and achieve the desired goals by using personalised communication techniques, offering support and training, and actively involving employees in the change process. It is crucial to understand the unique characteristics of each organisation and adapt the change management strategy to its specific culture, structure, and history. Only through engagement and collaboration at all levels of the organisation can resistance be overcome and the full potential of a Salesforce implementation be realised, transforming how we work and interact with customers.
Author
- Business Systems Analyst
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A business analyst with many years of experience in all stages of a customer’s life has worked in marketing, sales and customer service, but he is closest to the former. For several years, he conducted practical classes for postgraduate studies in Salesforce CRM and Marketing Automation at one of Warsaw’s universities.
