Organizational change management and user adoption efforts often focus on the “softer” items, like effective training and motivating people.
But statistics have shown, the best organizational change management programs do both but put an emphasis on measurable Key Performance Indicators.
First always set your Business Objective KPIs
- Revenue increase
- Cost reduction
- # of errors/returns
- support Calls- #, frequency, type
- Training material usage/reference
- Revenue per user
- Retention rates/churn
- Average lifetime customer value
- Total users- monthly/ daily users
- Active users
- Average session times
- Time to process a new order
- Time to compile a report
From there you will need to identify what KPI’s you are wanting to track- product, service, or process (see step 1 of the benchmarking process- and the common mistakes we see!)
Once you’ve read that article and know what exactly the action items are that will be measured you’ll need to think about which actions in CRM capture those actions.
For CRM specifically consider measuring:
- Log Ins
- Features/ Processes Used
- Opportunities created
- Opportunity closed
- Accounts created
- Contacts created
- Contacts updated
- Movement in business process stages
- New cases created
- Cases closed
- Data quality
- fields being filled out versus blank
- # of duplicates
- accuracy of data – Best done by a manual systematic spot checking process (We recommend creating a Master Data Manager role)
In your user adoption benchmarking you should be putting metrics in place to measure:
- Is the tool impacting business objectives? Are revenues increasing? Are costs decreasing? Are call times or support cases reducing? Typically these metrics are measured quarterly at a minimum.
Here are some common things we measure. The frequency will depend on your organization but generally, these are a good rule of thumb.
|Sales pipeline at 80%||Every other week|
|Number of New Opportunities Entered||Weekly|
|# of Cases||Every other week|
|Duration of cases- i.e. cases open more than 3 days||Every other week|
|# Past Due Activities||Weekly|
|# of Activities created||Weekly|
2. Are people using the system? – Measuring some objective areas like is the system user friendly and does it add value to the persons daily work activities can be done via surveys but you can also track people that have never logged on or only use it rarely to determine if its really worth paying for a license for them. If people aren’t using the system or are only using it for certain tasks it can indicate a system configuration issue or a training issue.
To see if people are using the system track items such as:
|Users Not Logged in Past 30 days||Monthly|
|Accounts Created in past 30 days||Monthly|
|Contacts Created or Modified||Monthly|
|Opportunities Created in past 30 days||Monthly|
|Activities Create in past 7 days||Weekly|
|Business Process Stage Movement||Every other week|
|% of 1st call resolution||Monthly|
|Past Due Activities by Owner||Weekly|
3. Data – is the data accurate on an on-going basis, are you collecting too much or too little data, what is the data that is being collected actually being used for?
Some ways you can measure data accuracy and value of the fields include:
|Accuracy of data||Monthly|
|Accounts missing Main Contact||Monthly|
|Opportunities with No Close Date||Monthly|
|Non-required fields not filled out||Quarterly|
|Opportunities missing estimated revenue||Monthly|
|Call Resolution Documented||Monthly|
|# of views- system vs personal||Quarterly|
There are a million things you can track, the key is using the right strategy of what to measure. My recommendation:
Pick a strategy – what is the 1 thing if done that would make an impact in multiple areas? – measure that!
Introduce measuring KPI’s one at a time, providing clarity on what the 1 most important thing is you as asking the user to do at that time. Once that is at 80% then you can introduce another KPI.
Plan before you go live, even before you start designing the system! And write it down! Make it part of your monthly review process – what are we measuring, when, and how? If you can’t answer those questions how can you expect your users to understand?
Did you know you should be creating records of what you’ve done—decisions made, processes implemented, outcomes, etc.—and creating documents that will be used? To read more about documentation, check out the It’s Not Real If You Don’t Write It Down blog.