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Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
Df10031 karlberg v2
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Df10031 karlberg v2

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  • Goal of a training plan – similar to the goal of any project plan: To gain agreement on exactly how and when training will be conducted to the benefit of a specific group of users.Training Plan should fit within the overall project plan for the build. Make sure it’s not an “add on” when we are ready for users to use the tool. Bring it up early so that it can thought about and made a meaningful part of the project. At First Data, the trainers are brought in early on to do SFDC demos for business unit stakeholders. Typically, they have never seen SFDC before so they aren’t sure of the concepts of objects and related lists. The demos help them visualize early on how the tool will work for them. It also helps a great deal when they are providing their requirements – telling us what they want. When we started doing this, it make a significant difference in how the project moved along.Get sign off from management on the training plan – this removes any surprises down the road. Also, getting management involved in the training process early on will help us in a few ways. Management is going to help us drive adoption down the line. We need that champion to help us emphasize the importance.
  • At First Data we use a combination of these phases of training – we don’t always use all of them, sometimes a combination of a few will work, but we’ve had success with each of these phases.The Basics of Salesforce.comThis can potentially be made of self-paced and webinar based “open” sessions.Open SessionsA recorded or Live Webinar that walks through the general functionality of SFDC. This eases them into the interface and all the things they can do in SFDC.“Detailed” SessionsThis is where the classroom happens. Show them the specifics of how they will use the system. Review their processes in detail and give them a change to play with the system in a sandbox and ask detailed questions. Follow upOnce they have gotten into the system in real life scenarios, they will have more in-depth questions. Follow up sessions (maybe calls or webinars) should be made available to make sure they are on track with the new system. You’ll also want to wait until they are comfortable with the new system before you throw them into Mobile or integrate with Outlook. We’ve found that once they are comfortable with the core product, Outlook and Mobile are very easy to grasp and they can run with those.Ongoing resources: these consist of documentation, tutorials, communications (emails) or even a monthly Salesforce newsletter that outlines tips and tricks they can use right away.
  • Identify Who needs to know – this should be fairly easy – leadership and users should be included in the communications so everyone is aware of timelines, reasons, etc….When will the be delivered – 3 communication touch points should be sufficient – once per week with updated information each timeWhat format – email is most convenient for most, but why not try using Chatter – create a group for the users being trained?Who will send them? Most people would assume the trainer should send them, but we have found that having the communication come from management creates more of a sense of urgency and grabs their attention more. It also emphasizes that management is fully behind this effort. Focus- get buy-in from managers and leadership to make sure you are delivering what they expect – manage expectations! This saves you time and headaches later and gives you a way to offer feedback opportunities. As communications go out, everyone has an opportunity to bring up potential problems early rather than the day of your training. Management is your best friend when it comes to setting a productive stage with your attendees and they are invaluable when delivering communications and emphasizing the importance of the training sessions- and who doesn’t need help in the training phase?Communicate, Communicate, Communicate – this is also an opportunity to establish some buzz and excitement. Your communications are going to be the first impression they receive so make sure it is positive and shows some value up front.
  • Here is a sample communication we use to let users know that Salesforce is coming their way. Feel free to add a link to a short intro video on Salesforce – (maybe a Salesforce corporate video from Youtube?- They are well done and professional looking)As you can see, this covers the what, when, how and most importantly the ‘Why’. Users need to know why we are changing. Often, their first question is “we already have a process that works, why do we need to move to something new”. This is to be expected with any change – we can mitigate this by ensuring that we have some hard benefits outlined and that those benefits apply directly to their day to day job.A great way to streamline and automate the communication process is to schedule all of your emails at once to be sent at the appropriate times within the SFDC mass email tool – that way they get delivered on-time without you having to keep track – set it and forget it.
  • We thought this would be helpful to see. This is a sample project status template that we use to keep our stakeholders in the loop on a project. In a very simple way it tells where we are on a project, what are the current risks, and an overall status ‘color’ for the project. By communicating this information on a regular basis – including your training outline, it not only ensures that everyone is on the same page- managing expectations, but it also gives them a chance each week to raise a hand and say –”wait a minute, this isn’t what I was expecting” and you can address those things not at the 11th hour, but at a reasonable time.Once everyone is on the same page, the only think left to do is execute on your training plan.
  • Get people into Chatter right away so you can streamline your information. Not to mention, new users will automatically have a 24 hour a day lifeline to your entire organization which naturally supports each other.Other groups are using Chatter to create Groups for New Hires and those groups can house posts from Subject Matter Experts, product people, management and anyone else who can contribute to new employees.
  • Transcript

    • 1. No Train, No Gain: Developing an Effective Training Strategy<br />Administrators<br />Erik Karlberg: Salesforce.com<br />Dominique Brooks: First Data<br />Patrick Bowl: First Data<br />
    • 2. Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
    • 3. Erik Karlberg<br />Salesforce.com<br />
    • 4. First…a show of hands, please…<br />How many of you have not implemented yet?<br />How many of you offered some form of training for go-live?<br />How many of you offer training as you release functionality?<br />
    • 5. Overview – Why is Training so Important?<br />A critical piece of any CRM implementation is the change management and user training that takes place before you begin to use your new systems.<br />You won't get the most out of your system and upgrades unless your end users are comfortable with the change and know how to use it to enhance their job performance and meet customer expectations<br />“The computer is only as smart as the person behind it.”<br />
    • 6. Importance of Training<br /><ul><li>Increase efficiency
    • 7. Promote standard methodology
    • 8. Alleviate confusion
    • 9. Generate hype around the system
    • 10. Poor training creates frustration and you lose valuable by-in and adoption</li></ul>One of the oldest axioms of CRM project planning is that training is closely linked to the adoption and success of any initiative. Too often that principle is ignored.<br />
    • 11. All About First Data<br />First Data is the largest credit card processor in the world. First Data also provides additional related services including debit cards, Money Network, check cards, etc. <br /><ul><li>~4,000 Unlimited Edition Licenses
    • 12. Global deployment
    • 13. Primary use as Sales Force Automation
    • 14. Trained 1,800 users in 14 days</li></li></ul><li>Dominique Brooks<br />First Data<br />
    • 15. Training Plan Overview<br />
    • 16. Training Offering<br />
    • 17. Program Element/Phased Approach<br />
    • 18. Communication Plan<br />
    • 19. Communication Plan<br />
    • 20. Example Project Status<br />
    • 21. Communication Plan - Chatter<br />
    • 22. Patrick Bowl<br />First Data<br />
    • 23. Engagement/Tools/Measurement<br />
    • 24. Engaging Your Participants – Creating Buzz<br />
    • 25. Testimonials from Power Users<br />
    • 26. Salesforce Safari<br />Provide users with a list of tasks to complete<br />Track the completion of their steps through a basic report.<br />Creates competition between participants while providing real life scenarios.<br />
    • 27. Salesforce Safari<br />
    • 28. Tools for Ongoing Training<br />
    • 29. Camtasia Studio Demo - Screencasting<br />
    • 30. Camtasia Studio Table of Contents Feature<br />
    • 31. Snag-It Demo<br />
    • 32. Snag-It Demo<br />
    • 33. ScreenSteps Desktop Demo<br />
    • 34. ScreenSteps – Integrating to Salesforce<br />
    • 35. Measurement<br />
    • 36. Four Levels of Training Measurement<br />**As developed by Donald Kirkpatrick<br />
    • 37. Training Measurement Dashboard Samples<br />
    • 38. First Data Training Application<br />
    • 39. First Data Training Application<br />
    • 40. Erik Karlberg<br />salesforce.com<br />
    • 41. Create a Training and Communication Plan<br />Provide On-Going Training<br />Measure Your Training Efforts<br />Take Advantage of Technology and Tools<br />Use Chatter as a Social Collaboration Training Tool<br />Explore the AppExchange for Solutions<br />Key Take Aways<br />
    • 42. Question & Answer<br />Patrick Bowl<br />Training and Performance Consultant<br />Dominique Brooks<br />Training and Performance Consultant<br />
    • 43. D I S C O V E R<br />Visit Customer Success Team at Campground<br />the products, services and resources <br />that help you achieve<br />S U C C E S S<br />Learn about how to win prizes including 10 iPads& more!<br />Discover Training Learning Paths<br />Find us at the Customer Success Team area of Salesforce.com Campground at Moscone North<br />Meet Success Experts<br />Learn about Customer Resources<br />Experience Product Demos<br />
    • 44. No Train, No Gain: Developing an Effective Training Strategy<br />
    • 45. How Could Dreamforce Be Better? Tell Us!<br />Log in to the Dreamforce app to submit<br />surveys for the sessions you attended<br />Use the Dreamforce Mobile app to submit surveys<br />OR<br />Every session survey you submit is a chance to win an iPod nano!<br />

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