Situation: A company plans to implement a new CRM system. They have a project road map and have assigned a manager for the implementation. However, the CEO has concerns because this is the most significant software roll-out that the company has ever attempted. She wants to assure that the roll-out proceeds smoothly, and that and that sales, marketing and customer service functions are not hampered. How do you simplify a firm-wide software roll-out?
Advice from the CEOs:
Focus on company business objectives as you plan and implement the roll-out. Optimize the system to company business objectives, not just what the team wants.
Scope this out as a project management exercise.
Build and test.
Roll the system out to preliminary production and collect feedback on functionality.
Rebuild and test.
Plan and conduct system orientation training.
Set a date for the roll-out.
Don’t immediately roll the new system out company-wide. Conduct an initial implementation with a small scale test team. Make sure that everything works as planned and that day-to-day function is not compromised. From the information that you gather during initial implementation, tweak orientation training so that everyone is comfortable with the new system.
During initial planning sessions to set system objectives, meet first with managers whose teams will be impacted by the roll-out. Managers may not speak freely if their support staff are present.
Have a roll-out celebration and be generous complimenting personnel who have been involved in planning and roll-out.
Situation: A company was recently acquired. The acquirer wants to merge benefit structures between the two entities. Both contribute a similar amount toward benefits; however the distribution of benefits between retirement and health plans, and other benefits varies considerably. How do you approach the staff to communicate changes in benefits following an acquisition?
Advice from the CEOs:
Ideally, you want to gather employee input on what benefits are important to them before the overall package is finalized. This will help you to negotiate in your employees’ interest.
Make sure that the acquiring entity is aware of state regulatory requirements that may force them to retain state-specific benefits.
National companies often employ a cafeteria benefit strategy that allows the employees to make choices among benefit options, and fund these choices either at a company-paid base level or allow employees to supplement their choices through pre- or post-tax payroll deductions. There are numerous providers who offer cafeteria plans.
What’s the best way to have a conversation with employees once the new benefit package has been finalized?
Emphasize that the company is offering and funding this benefit and specify the amount that the company is funding as a percent of salary.
Create a grid mapping the full program:
Amount of company contribution
Old Program and benefits
New Program and benefits
Changes in allocation and changes in the total value of benefits offered.
If you have access to industry or regional comparisons for like-sized companies, and those comparisons put your company in a favorable light, share these as part of the communications package.
If you know that a highly valued benefit is being reduced, consider a short-term subsidy to ease the shift.
Be sure that you are clear and concise in your communications of the new plan and changes to the employees. You may want to have an outside consultant on hand to cover specific questions.
Be sure that any decisions your employees must make in the new program are fully and clearly explained.