Implementing a CRM system for your institution can be a complex and daunting process. For some, that might feel like an understatement. A CRM can help streamline work in many ways – improving student engagement and outreach, building efficiencies in recruitment processes, and aiding student success efforts. However, as is the case with any project execution, it is imperative to recognize and navigate the challenges and risks involved, to prevent the implementation from becoming the biggest hurdle to your success.
Here are a few of the most common factors that contribute to delays in implementing a student-focused CRM:
Integration-related hiccups: Accessing current and comprehensive information about your prospective or current students will likely require an integration with a Student Information System (SIS) and/or other key systems/databases on campus. A common pitfall observed in CRM implementation projects is the oversight of the complexity or the “lift” involved in system integrations, and failure to engage the key players from the outset. Integrations can be tedious, time consuming, and sometimes involve staff that are not fully allocated to the CRM Implementation project. If the CRM cannot be successfully integrated with these campus systems, data may need to be manually entered – leading to duplicate efforts and potentially inaccurate information. To mitigate integration-related delays in your implementation, consider the following:
- Can the project team effectively articulate the integration needs to the IT team?
- Does your IT team have other competing campus-wide priorities that overlap in timeline?
- Does your IT team possess the necessary skill set to support a CRM-related integration?
- Is your institution part of a larger college or university system that may impose restrictions on data access or resources?
Content-related Limbo: If your implementation project includes developing communication campaigns, crafting messaging for a student portal, or undertaking other content-heavy tasks, it is important to recognize and strategize for your team’s readiness with pertinent content and marketing assets ahead of time. Consider the following:
- Do you have the content for communications already developed, or is there a timeline in place for its development that will allow meeting the planned go-live dates?
- Do you have sufficient support and capacity from resources responsible for creating and approving content on campus?
- Will those responsible for creating content be heavily burdened with other aspects of the implementation project?
- Is the data related to the desired content or targeted audiences available to your team?
Admin-related Woes: Assigning the wrong person as the CRM administrator or neglecting to assign an administrator altogether can hinder the CRM growth and adoption. The CRM administrator plays a vital role in driving change, training users, and effectively communicating with stakeholders. However, they also play an important role throughout implementation to gain the necessary knowledge to oversee the CRM long-term, being aware of key decisions as they are being made, and understanding the skills and resources required to maintain any customizations. When assigning or hiring a CRM administrator, consider the following key questions:
- Does this person have the required skills to manage and/or learn to manage a CRM?
- Does this person have the time necessary to dedicate to the CRM maintenance and growth?
- Does this person comprehend both the technical and business aspects of the CRM’s intended use?
Here are additional insights we’ve compiled on how to hire a CRM administrator.
Stakeholder Ghosttown: Regardless of the chosen CRM for your institution, no implementation is successful without effective adoption from stakeholders that will be using the system. If the faculty and staff, crucial for input and usage, are not engaged in the implementation process, there may be resistance to using the CRM –whether due to a lack of understanding of the technology or its value. To avoid this, ask yourself the following questions:
- Have we identified all key stakeholders impacted by the new CRM and do we have a plan for when to involve into the implementation process?
- Do we have a system for communicating key decisions and updates on the implementation with these stakeholders?
- Have we formulated a plan for providing adequate training and support to help users become proficient in using the CRM?
Customization Chaos: Highly configurable CRM systems tempt institutions to over-customize. There is a constant debate over whether it is best to let technology drive the business processes or vice-versa. We believe that the winning equation is somewhere in the balance. It is important to leverage the technology in a way that best supports your institution’s unique business practices. However, excessive customization to accommodate existing processes can result in a bloated and difficult-to-use system, impeding efficiency and increasing ongoing maintenance. Throughout your implementation, you should be asking yourself:
- Is this business practice a necessity or does it exist because ‘it’s the way we’ve always done it’?
- Would changing our business practice to fit the native version of the tool compromise customer service to our students or key stakeholders, or would it elevate it?
- What is the maintenance time required for this CRM customization, and does it proportionally add value to our processes?
Scope Creep: The phenomenon of scope creep is a familiar challenge to anyone involved in implementing a technology tool, ever. As the implementation project advances, stakeholders may request additional features and functionality not initially outlined in the project scope. While some of these ideas align with the CRM’s ultimate usage goals, exploring too many ‘side projects’ will cause time delays, overruns, and a diversion from original objectives. To safeguard against scope creep, we recommend:
- Setting [and documenting] clear project goals and objectives within a project charter or guide.
- Establishing a transparent governance structure – or at the very least, a chain of command for key decisions – to address arising questions and concerns.
- Designating a systematic process for capturing and prioritizing additional requests, customizations, or functionalities desired by stakeholders for subsequent phases of implementation.
While by no means an exhaustive list, these factors collectively contribute to a larger category of risk – inadequate planning. Project leads and managers must have a clear and consolidated vision of the CRM’s desired outcomes before commencing the implementation. Creating a well-defined project plan that outlines key milestones, timelines, resource requirements and has buy-in is a key step in this process. Additionally, working with an experienced implementation partner well-versed in the intricacies of the higher-ed industry can make a world of difference in having guidance and support through the process, providing a neutral third party perspective when needed.
In essence, the goal is to embark on the CRM implementation journey with well-defined and unanimously agreed-upon objectives, bring the right resources (both internal and external) on board, and continuously assess progress made not only toward the ‘launch’ or ‘go-live’ of the technology, but also toward a deeper adoption of the platform by the end-users and administrators of the CRM. In doing this, you can sidestep numerous common pitfalls observed during the implementation process, enabling a concentrated effort on delivering substantial benefits to your institution and improving the overall student experience.