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Best Practices and Strategies to Ensure
                      Your CRM Can  Sing
Michele Hamer,                            Emily Meehan,
SUNY Oswego Division of Graduate          Intelliworks
Studies
Agenda
 Symptoms and Root Causes of an “Under
  Realized” CRM
 SUNY Oswego Case Study
 Best Practices
     Definition
     Communication
     Adoption
     Optimization
Show of Hands, Please
 Currently using a
  CRM?
 Consider the
  project complete
  or live?
 Think you are
  operating at full
  potential?
Sometimes even the greatest acts
need a little help to the stage…
What We [Should] All Know About CRM

  Yeah yeah, it’s about People, Process AND
                  Technology!
Your Ability to:               Should Result In:

   Define goals and           • Increased enrollment
    objectives

   Receive data on            • Improved yield
    recruiting effectiveness
    (inclusive of all
    recruitment initiatives)   • Ideally improved
                                 student retention rates
   Optimize tactics to          which demonstrate
    improve response to
    recruitment initiatives      quality and quantity of
                                 the match.
But getting there is easier said
than done….
How Pervasive is CRM Underutilization?

                                      Ability to Demonstrate Increased
   Survey of 1,700 worldwide                      Revenue
    companies indicated 83.9%
                                                            Increased
    are underutilizing the CRM                               Revenue
    tools they have in place                                 16.10%

                                                  System
                                                 Underutiliz
                                                 ed 83.90%




                  Dickie, J., 2009. 2009-Era sales needs 2009-Era CRM. Customer
                  Relationship Manage
What are Some Symptoms of an
     Underutilized CRM?
Inability to Define the Database Universe
                Who’s In There?



             Applicants
            (but in what
            stage?), 25%
                                        No idea, 40%



           Purchased
           lists?, 20%

                              Event
                           leads, 15%
Inability to Efficiently Respond to
Leads                Are prospective students waiting
 120                                     longer than they need to?
 100                                                      No
                                     No
                                                     Followup, 10
                                Followup, 20           Second
  80
                No                Second             Followup, 20
           Followup, 60         Followup, 20
  60

  40         Second                                      First
           Followup, 10             First
                                                     Followup, 70
                                Followup, 60
  20           First
           Followup, 30
   0
          After 30 Days        After 60 Days         After 90 Days

Is it personalized? Is it targeted based on the specified program of interest?
Inconsistent Data Capture Across Users
   The Confident            Road Warrior Recruiter
    Project Lead




                                        Student Worker
      Frustrated End-User
Partial Deployment of Functionality
                    Automated
                     Comms


        Online                    Social
      Application                 Media




        Online
        Inquiry                    Event
         Form                   Management


                     Email
                    Marketing
No Roadmap
     WHERE IS YOUR   The End Game
    ROADMAP TO GET   CRM Rolled Out
       THERE?
                     More Applications
                     More Accepts
                     More Enrolled
                     Students
CRM Rollout has an “End” Date
What Causes CRM Underutilization?
Poorly Defined Strategic Goals




      ?                    Discovery
                             Growth
                           Listening


                           Intelligence
                           Engaging


                           Reinforcing
                 Quality                  Efficiency
Lack of Executive Level Support and
Sponsorship
Limited Time, Resources, Budget
User Adoption Challenges
                               No Buy-In
                               Configuration Does
                                Not Meet Needs
                               Lack of Training
                               Lack of Support




            (Source: Intelliworks; ProSci, Best Practices in Change
            Management; DemandEngine; AMR Research, Gartner)
Is Your CRM Performing Like A Rock Star or an Amateur?
About SUNY Oswego
   Four schools with 30 graduate degree programs and
    5 approved non-degree certificate programs
     School of Education;
     School of Business,
     College of Liberal Arts and Sciences,

     Communication Media and the Arts
   Total enrollment: 9000; 1000 graduate full
    time, part time and non-degree
Where We Gig
SUNY Oswego Program
   We are where they want to hear us play!
     Main Campus in Oswego NY
     Branch Campus in Syracuse NY
     Finger Lakes area, North Country and various venues in
      Oswego County
     Online, hybrid and traditional f2f

   No song is the same
     Application requirements vary by program/area of study -
     Marketing is not all rock’n roll--blues, rap, country…
Operational, Marketing and Growth Pains

   High growth expectations from President and
    Provost for enrollment and applications;

   No capability to track and/or qualify
    prospects/inquiries or communicate

   CRM system elements needed to be integrated
    into strategic marketing plan to demonstrate
    value and get buy in at the executive level.
Objectives Identified
Objective      Initiative
               Drive effective recruiting practices leveraging people,
Growth         processes, current business practices and technology


Efficiency     Move applications online and improve application process
               management workflow.


Quality        Develop prospect qualification process and response
               mechanisms to assist candidates through decision cycle


Intelligence   Set KPIs to track the above objectives once user adoption
               is complete and data is readily available
What Could Go Wrong?
            Built Business Case for CRM


            Selected Vendor to Meet Technical
             and Business Requirements

            Implementation Road Map
Configuration Moves Ahead…
7 Months Later…
System fully configured BUT….

   Email marketing conducted via 2 systems
   Stalled plans to implement recruitment processes and
    procedures across departments due to end-user
    resistance
   Lack of documentation and training on recruitment
    process
   No inquiry follow-up beyond auto email or process to
    move prospects from inquiry to subsequent stages
   Overburdened small staff with little time to train and
    optimize recruitment process
Is Your CRM Performing Like A Rock Star or an Amateur?
Lack of Executive Sponsorship
   Project started and executive sponsors stepped
    back

   Project manager’s role not communicated

   No plan or executive support to enforce
    migration away from legacy systems and/or
    processes
End-User Adoption
 Confusion on system configuration, fear
  and trust of new system
 Lack of time to train
 No identified “new” process for moving
  inquiries to the next stage
 Business cycle timing: Project interruptions
  and new deadlines caused conflicts
We Needed Help with Process
 Technology was implemented, but new
  recruitment processes were not.
 Inquiries generated from other systems not
  being entered into CRM.
 System not being used to engage prospects at
  each stage in the enrollment cycle.
 Inconsistent capture of interactions with
  prospect across end-users.
How We Are Moving Forward
 Process planning
 End-users participation in process
  configuration
 Vendor Setting Expectations for Steering
  Committee
 Technology updates and configuration to
  meet our needs
Identifying Objectives to Meet Goals
Assigning Task Owners
Establishing a Timeline
Status Check
 Realizing what was truly achievable in the
  timeframe set
 Implementing many new initiatives among
  staff of 3 was overwhelming
 Maintaining attention and support from
  Executive Sponsors was challenging – one
  slipped deadline = loss of project
  confidence
Where We Are Today…
Training Guides and Workflows
Process in Place to Capture and
Qualify Inquiries Across 4 Schools
Personalized Targeted Campaigns




           30% View Rate for Event Campaign
Analyzing Data, Optimizing and
Communicating Results!
   Analyzing data to optimize outreach
    strategies

   Automated communication plan to engage
    inquiries

   Reports and results distributed to executive
    sponsors
•Definition
•Communication
•Adoption
•Optimization
Let’s step back to the beginning…
Rule #1: Define
 Goals, Roadmap, Metrics
Define…
A. The business case for a CRM
B. Business and technical requirements
C. An implementation plan with defined
   owners
D. Goals and metrics to be measured over the
   long term
A. Define The Business Case
 Diagnose current Relationship Mgmt
 needs

    ID key DM’s / Influencers & impact on
    them

        Picture the “Shining City on the Hill”


            Define path to get there


                Create wins for all related parties
B. Define Technical and Business
Requirements Before Selecting a Vendor
C. Define Implementation Roadmap

          Define          Configure           Verify          Rollout


Month 1     Month 2     Month 3     Month 4     Month 4   Month 5    Month 6

                                  New Program                 Registration
      Grad Fairs
                                    Launch                      Begins


                   On Campus            Applications Go
                    Events                  Online
Managing the Change to Get There
Involves a Lot of Effort
                         CRM Effort



                   Software, 30%
                                     Change
                                   Management,
                                      70%




AMR Research senior analyst Louis Columbus says that if you
broke out a pie chart for the average CRM effort, you’d see that
at least 70% is spent on change management and 30% is spent
on software.
And the Best Laid Schemes of Mice and
Men…
          Define          Configure           Verify          Rollout


Month 1     Month 2     Month 3     Month 4     Month 4   Month 5    Month 6

                                  New Program                 Registration
      Grad Fairs
                                    Launch                      Begins


                   On Campus            Applications Go
                    Events                  Online
Often Go Awry
          Define       Configure            Verify          Rollout


Month 1     Month 2   Month 3     Month 4    Month 4   Month 5    Month 6
            Project Manager
                 Leaves         New Program
                                         Mediating Conflicts on Process
                                                            Registration
      Grad Fairs
                                  Launch                      Begins


                 On Campus            Applications Go
          New student workers             Online
                   Events                             New Executive Level
               on board            New Program              Projects
                                    Launches
A Few Words of Advice
 Account for unknowns in your plan
 Success is not defined by meeting a
  deadline
 Have a co-pilot or “back-up” project
  support
D. Define Goals and Metrics for the
Long-Term
• Reduce abandonment
  rates by 20%
                                                              •Increase Y-o-Y
• Reduce by 45%                                           • Reduce byby 15% time it
                                                              inquiries 25% the
  number of clicks to                                       takes to complete a campaign
  complete application                                        • Grow enrollments in
                                      Growth
                                                              X program by 25%
                                                          • Maintain inquiry response
• Improve satisfaction                                      time under 4 hours
                                                              • Generate 500 more
  rates to >85% at 4-5.
                                                              attendees to info
                                    Intelligence          • Automate assignment of
                                                              sessions
                                                            leads to counselors



                          Quality                  Efficiency
Rule #2: Communicate…
         End-Users


                     To prevent mutiny
                     on the CRM!

                         CRM Team Captain
Heard on the Street…
   “As much as we prepared people on how to
    functionally deal with the technology, we hadn’t
    dealt with how their style of working with
    inquiries would need to change with the
    implementation. If we had to do it over, I would
    begin to work with counselors about how they
    were going to need to work differently.”

     Jane Raley, Director of Enrollment and CRM Project
      Manager at Lesley University Graduate and
      Undergraduate Programs
What to Communicate During
Implementation
   Project What, When, and Why

   Change in Roles or Job Functions

   Management Expectations
What to Communicate Over the
Long-Term

   Product changes and impacts to existing process

   New approaches and best practices shared from
    one group to another

   Positive Results – to peers, upper
    management, across divisions
Simmons College:
Communication Management Example
 Simmons:
     • Undergraduate and Graduate Education
     • ~60 end-users across grad and undergrad schools


  Weekly internal meetings with functional leads
  Global emails and scheduled meetings in
   advance of new product releases
  Master rollout schedule for new deployments
  Executive level reporting and oversight
Rule #3: Drive Adoption
Dr. BJ Fogg
studies how
to harness
technology     Prospective students are not
and human
psychology     the only customers you have….
to influence
human
behavior.
3 Essential Elements for End-User
Adoption
Motivation


      Simplicity
      (Keep It Simple
        Stupid)

             Behavior Trigger
What You Don’t Want




Mmm yeah, not much buy-in going
on here…
Heard On the Street…

“If they don’t like it, then we can’t use
  it. It’s that simple.”

--Director of Marketing for Online
   Programs, Quinnipiac University
Quinnipiac University:
Best Practice for Driving Adoption
Quinnipiac University:
• Online Graduate Programs
• 10 Recruiters

 System piloted with end-users early on
 Forms to enforce data capture and mark
  milestones
 Step-by-Step training guides, and workflows
  with detailed time-based milestones
 Weekly 1 on 1 meetings with supervisor to
  ensure reps meets goals.
Heard on the Street…
“We do ‘cram jams’ and Bagel Fridays to encourage
  attendance at our trainings. We also offer prizes
  such as discounted movie tickets, and T-shirts.”
                       --Jane Raley, Lesley University

 Generate excitement and anticipation
 Rewards-based system
 Use incentives to encourage participation and
  best practice sharing
Lesley University:
Best Practices for Driving Adoption
Lesley University:
• Graduate and Undergraduate Programs
• 60 End-Users , many across the US

 8 trainings per month for various groups
 Project lead and supervisor presence
 Campus-based in-person workshops
 Webinar trainings for off site recruiters for large
  and small groups
     REMOTE trainer presents!!
Make it Achievable
 Less is more!
 Take a phased approach
 Set achievable short-term goals
 Get periodic temperature reads and refine
  as needed
 Build foundation before introducing new
  functionality
Make It Actionable
   Executive reporting and oversight to encourage
    and enforce behavior

   Use alerts and tasks to prompt action

   Configure to deliver mission-critical information
Heard on the Street…
   “After training, the end-users are fully
    accountable to complete tasks and get their
    projects complete. Most want to make it
    work and are willing to do it – they are
    accountable to high people.”

     Business Analysis/Solutions Consulting and
     Project Manager for CRM for Simmons College
     Graduate Schools
Rule #4: There is No Project
“End Date”!
   Observe
     Executive support/oversight
     Reporting to benchmark results
     Include a model and placeholders for summary
     of observations/findings and recommendations.
   Refine
     Change outreach strategy to improve campaign
      effectiveness
     Communicate results to Executive Support and
      get buy-in to optimize or change gears
Build A Scorecard To Track Progress
It’s a Continuous Process

                                                     Expectations

                 Evolve                Communicate   Changes and
Observe, Refine, Optimi
                                                     updates
ze
                                                     Needs and
                                                     concerns




                            Enable
                          Make it easy.
                          Motivate, use triggers,
Summary of Key Success Factors
   Executive sponsorship to endorse and support
    project goals
   Buy-in from front line managers and system users
   Functional leads informing the process and
    configuration
   Continuous and targeted internal communication
   Timing points of rollout with business cycles
   Bandwidth to observe findings and optimize
Michele Hamer                         Emily Meehan
State University of New York          Intelliworks
Oswego Division of Graduate Studies   Emily.meehan@intelliworks.com
Michele.hamer@oswego.edu

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Is Your CRM Performing Like A Rock Star or an Amateur?

  • 1. Best Practices and Strategies to Ensure Your CRM Can Sing Michele Hamer, Emily Meehan, SUNY Oswego Division of Graduate Intelliworks Studies
  • 2. Agenda  Symptoms and Root Causes of an “Under Realized” CRM  SUNY Oswego Case Study  Best Practices  Definition  Communication  Adoption  Optimization
  • 3. Show of Hands, Please  Currently using a CRM?  Consider the project complete or live?  Think you are operating at full potential?
  • 4. Sometimes even the greatest acts need a little help to the stage…
  • 5. What We [Should] All Know About CRM Yeah yeah, it’s about People, Process AND Technology!
  • 6. Your Ability to: Should Result In:  Define goals and • Increased enrollment objectives  Receive data on • Improved yield recruiting effectiveness (inclusive of all recruitment initiatives) • Ideally improved student retention rates  Optimize tactics to which demonstrate improve response to recruitment initiatives quality and quantity of the match.
  • 7. But getting there is easier said than done….
  • 8. How Pervasive is CRM Underutilization? Ability to Demonstrate Increased  Survey of 1,700 worldwide Revenue companies indicated 83.9% Increased are underutilizing the CRM Revenue tools they have in place 16.10% System Underutiliz ed 83.90% Dickie, J., 2009. 2009-Era sales needs 2009-Era CRM. Customer Relationship Manage
  • 9. What are Some Symptoms of an Underutilized CRM?
  • 10. Inability to Define the Database Universe Who’s In There? Applicants (but in what stage?), 25% No idea, 40% Purchased lists?, 20% Event leads, 15%
  • 11. Inability to Efficiently Respond to Leads Are prospective students waiting 120 longer than they need to? 100 No No Followup, 10 Followup, 20 Second 80 No Second Followup, 20 Followup, 60 Followup, 20 60 40 Second First Followup, 10 First Followup, 70 Followup, 60 20 First Followup, 30 0 After 30 Days After 60 Days After 90 Days Is it personalized? Is it targeted based on the specified program of interest?
  • 12. Inconsistent Data Capture Across Users The Confident Road Warrior Recruiter Project Lead Student Worker Frustrated End-User
  • 13. Partial Deployment of Functionality Automated Comms Online Social Application Media Online Inquiry Event Form Management Email Marketing
  • 14. No Roadmap WHERE IS YOUR The End Game ROADMAP TO GET CRM Rolled Out THERE? More Applications More Accepts More Enrolled Students
  • 15. CRM Rollout has an “End” Date
  • 16. What Causes CRM Underutilization?
  • 17. Poorly Defined Strategic Goals ? Discovery Growth Listening Intelligence Engaging Reinforcing Quality Efficiency
  • 18. Lack of Executive Level Support and Sponsorship
  • 20. User Adoption Challenges  No Buy-In  Configuration Does Not Meet Needs  Lack of Training  Lack of Support (Source: Intelliworks; ProSci, Best Practices in Change Management; DemandEngine; AMR Research, Gartner)
  • 22. About SUNY Oswego  Four schools with 30 graduate degree programs and 5 approved non-degree certificate programs  School of Education;  School of Business,  College of Liberal Arts and Sciences,  Communication Media and the Arts  Total enrollment: 9000; 1000 graduate full time, part time and non-degree
  • 23. Where We Gig SUNY Oswego Program  We are where they want to hear us play!  Main Campus in Oswego NY  Branch Campus in Syracuse NY  Finger Lakes area, North Country and various venues in Oswego County  Online, hybrid and traditional f2f  No song is the same  Application requirements vary by program/area of study -  Marketing is not all rock’n roll--blues, rap, country…
  • 24. Operational, Marketing and Growth Pains  High growth expectations from President and Provost for enrollment and applications;  No capability to track and/or qualify prospects/inquiries or communicate  CRM system elements needed to be integrated into strategic marketing plan to demonstrate value and get buy in at the executive level.
  • 25. Objectives Identified Objective Initiative Drive effective recruiting practices leveraging people, Growth processes, current business practices and technology Efficiency Move applications online and improve application process management workflow. Quality Develop prospect qualification process and response mechanisms to assist candidates through decision cycle Intelligence Set KPIs to track the above objectives once user adoption is complete and data is readily available
  • 26. What Could Go Wrong?  Built Business Case for CRM  Selected Vendor to Meet Technical and Business Requirements  Implementation Road Map
  • 28. 7 Months Later… System fully configured BUT….  Email marketing conducted via 2 systems  Stalled plans to implement recruitment processes and procedures across departments due to end-user resistance  Lack of documentation and training on recruitment process  No inquiry follow-up beyond auto email or process to move prospects from inquiry to subsequent stages  Overburdened small staff with little time to train and optimize recruitment process
  • 30. Lack of Executive Sponsorship  Project started and executive sponsors stepped back  Project manager’s role not communicated  No plan or executive support to enforce migration away from legacy systems and/or processes
  • 31. End-User Adoption  Confusion on system configuration, fear and trust of new system  Lack of time to train  No identified “new” process for moving inquiries to the next stage  Business cycle timing: Project interruptions and new deadlines caused conflicts
  • 32. We Needed Help with Process  Technology was implemented, but new recruitment processes were not.  Inquiries generated from other systems not being entered into CRM.  System not being used to engage prospects at each stage in the enrollment cycle.  Inconsistent capture of interactions with prospect across end-users.
  • 33. How We Are Moving Forward  Process planning  End-users participation in process configuration  Vendor Setting Expectations for Steering Committee  Technology updates and configuration to meet our needs
  • 37. Status Check  Realizing what was truly achievable in the timeframe set  Implementing many new initiatives among staff of 3 was overwhelming  Maintaining attention and support from Executive Sponsors was challenging – one slipped deadline = loss of project confidence
  • 38. Where We Are Today…
  • 39. Training Guides and Workflows
  • 40. Process in Place to Capture and Qualify Inquiries Across 4 Schools
  • 41. Personalized Targeted Campaigns 30% View Rate for Event Campaign
  • 42. Analyzing Data, Optimizing and Communicating Results!  Analyzing data to optimize outreach strategies  Automated communication plan to engage inquiries  Reports and results distributed to executive sponsors
  • 44. Let’s step back to the beginning…
  • 45. Rule #1: Define Goals, Roadmap, Metrics Define… A. The business case for a CRM B. Business and technical requirements C. An implementation plan with defined owners D. Goals and metrics to be measured over the long term
  • 46. A. Define The Business Case Diagnose current Relationship Mgmt needs ID key DM’s / Influencers & impact on them Picture the “Shining City on the Hill” Define path to get there Create wins for all related parties
  • 47. B. Define Technical and Business Requirements Before Selecting a Vendor
  • 48. C. Define Implementation Roadmap Define Configure Verify Rollout Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 New Program Registration Grad Fairs Launch Begins On Campus Applications Go Events Online
  • 49. Managing the Change to Get There Involves a Lot of Effort CRM Effort Software, 30% Change Management, 70% AMR Research senior analyst Louis Columbus says that if you broke out a pie chart for the average CRM effort, you’d see that at least 70% is spent on change management and 30% is spent on software.
  • 50. And the Best Laid Schemes of Mice and Men… Define Configure Verify Rollout Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 New Program Registration Grad Fairs Launch Begins On Campus Applications Go Events Online
  • 51. Often Go Awry Define Configure Verify Rollout Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6 Project Manager Leaves New Program Mediating Conflicts on Process Registration Grad Fairs Launch Begins On Campus Applications Go New student workers Online Events New Executive Level on board New Program Projects Launches
  • 52. A Few Words of Advice  Account for unknowns in your plan  Success is not defined by meeting a deadline  Have a co-pilot or “back-up” project support
  • 53. D. Define Goals and Metrics for the Long-Term • Reduce abandonment rates by 20% •Increase Y-o-Y • Reduce by 45% • Reduce byby 15% time it inquiries 25% the number of clicks to takes to complete a campaign complete application • Grow enrollments in Growth X program by 25% • Maintain inquiry response • Improve satisfaction time under 4 hours • Generate 500 more rates to >85% at 4-5. attendees to info Intelligence • Automate assignment of sessions leads to counselors Quality Efficiency
  • 54. Rule #2: Communicate… End-Users To prevent mutiny on the CRM! CRM Team Captain
  • 55. Heard on the Street…  “As much as we prepared people on how to functionally deal with the technology, we hadn’t dealt with how their style of working with inquiries would need to change with the implementation. If we had to do it over, I would begin to work with counselors about how they were going to need to work differently.”  Jane Raley, Director of Enrollment and CRM Project Manager at Lesley University Graduate and Undergraduate Programs
  • 56. What to Communicate During Implementation  Project What, When, and Why  Change in Roles or Job Functions  Management Expectations
  • 57. What to Communicate Over the Long-Term  Product changes and impacts to existing process  New approaches and best practices shared from one group to another  Positive Results – to peers, upper management, across divisions
  • 58. Simmons College: Communication Management Example Simmons: • Undergraduate and Graduate Education • ~60 end-users across grad and undergrad schools  Weekly internal meetings with functional leads  Global emails and scheduled meetings in advance of new product releases  Master rollout schedule for new deployments  Executive level reporting and oversight
  • 59. Rule #3: Drive Adoption Dr. BJ Fogg studies how to harness technology Prospective students are not and human psychology the only customers you have…. to influence human behavior.
  • 60. 3 Essential Elements for End-User Adoption Motivation Simplicity (Keep It Simple Stupid) Behavior Trigger
  • 61. What You Don’t Want Mmm yeah, not much buy-in going on here…
  • 62. Heard On the Street… “If they don’t like it, then we can’t use it. It’s that simple.” --Director of Marketing for Online Programs, Quinnipiac University
  • 63. Quinnipiac University: Best Practice for Driving Adoption Quinnipiac University: • Online Graduate Programs • 10 Recruiters  System piloted with end-users early on  Forms to enforce data capture and mark milestones  Step-by-Step training guides, and workflows with detailed time-based milestones  Weekly 1 on 1 meetings with supervisor to ensure reps meets goals.
  • 64. Heard on the Street… “We do ‘cram jams’ and Bagel Fridays to encourage attendance at our trainings. We also offer prizes such as discounted movie tickets, and T-shirts.” --Jane Raley, Lesley University  Generate excitement and anticipation  Rewards-based system  Use incentives to encourage participation and best practice sharing
  • 65. Lesley University: Best Practices for Driving Adoption Lesley University: • Graduate and Undergraduate Programs • 60 End-Users , many across the US  8 trainings per month for various groups  Project lead and supervisor presence  Campus-based in-person workshops  Webinar trainings for off site recruiters for large and small groups  REMOTE trainer presents!!
  • 66. Make it Achievable  Less is more!  Take a phased approach  Set achievable short-term goals  Get periodic temperature reads and refine as needed  Build foundation before introducing new functionality
  • 67. Make It Actionable  Executive reporting and oversight to encourage and enforce behavior  Use alerts and tasks to prompt action  Configure to deliver mission-critical information
  • 68. Heard on the Street…  “After training, the end-users are fully accountable to complete tasks and get their projects complete. Most want to make it work and are willing to do it – they are accountable to high people.”  Business Analysis/Solutions Consulting and Project Manager for CRM for Simmons College Graduate Schools
  • 69. Rule #4: There is No Project “End Date”!  Observe  Executive support/oversight  Reporting to benchmark results  Include a model and placeholders for summary of observations/findings and recommendations.  Refine  Change outreach strategy to improve campaign effectiveness  Communicate results to Executive Support and get buy-in to optimize or change gears
  • 70. Build A Scorecard To Track Progress
  • 71. It’s a Continuous Process Expectations Evolve Communicate Changes and Observe, Refine, Optimi updates ze Needs and concerns Enable Make it easy. Motivate, use triggers,
  • 72. Summary of Key Success Factors  Executive sponsorship to endorse and support project goals  Buy-in from front line managers and system users  Functional leads informing the process and configuration  Continuous and targeted internal communication  Timing points of rollout with business cycles  Bandwidth to observe findings and optimize
  • 73. Michele Hamer Emily Meehan State University of New York Intelliworks Oswego Division of Graduate Studies Emily.meehan@intelliworks.com Michele.hamer@oswego.edu