HR in CRM

Conceptual framework of
importance of HR in CRM
MAN
MACHINE
MAN + MACHINE

RENAISSANCE ERA
INDUSTRIAL
KNOWLEDGE ERA
KNOWLEDGE
( INFORMATION
APPLICATION
DEPLOYMENT

INFORMATION ( DATA
PROCESSING
INTELLECTUAL
CAPITAL( EMPLOYE
ES)

SUCCESSFUL ALIGNMENT OF INTELLECTUAL CAPITAL

= SUCCESSFUL CRM IMPLEMENTATION

Intellectual capital

application
acquisition

retention
AND
Knowledge , skills and
attitude

Technology and strategy : deliver promises and lay the

foundation
People : intellectual capital delivers results

Organizational hub around

the corner
support
marketing
Sales
people
finance
HRD

Information
technology

Custome
r

people
commerci
al

productio
n

Why people form the hub?

Enterprise use people to implement
their technology, strategy and
processes
All the employees are customer
relationship managers not just sales,
service and marketing employees
Human intelligence is required to use
information and deploy it to improve
processes

Management challenges
Hiring for the right attitude
Training for the right skills
Monitoring for right experience
delivery
Institutionalizing mechanism for
consistency in experience delivery

CSF for people in CRM

Motivate and educate personnel
- Understand the strategic importance
of CRM vision
- Convince them about the ability of
the system to help them in their
objectives
- Enterprise wide common
understanding of the vision

 Train users about how to use the

product and service
Secure user ownership. Only a
convinced and satisfied user will work
effectively with the system
Foster employees creativity and
innovation. Amplify employees abilities
to ask powerful questions, imagine
possibilities and innovate in ways that
continuously seek to delight customers

Hiring and training for right

skills / attitude

1. Hiring and selection process

Hiring : skill sets/ personality profile for
recruitment depend on the job role
however, some of the desired personality
attributes for a customer contact
executives are :
- flexibility, tolerance for ambiguity, ability
to monitor and change behaviour on the
basis of situational cues
- Empathy for the customer, willingness to
help others , ready smile etc.

Selection process :
a)Interviewing techniques
- Abstract questioning : Open ended
questions to gain insight into the
thinking of a candidate
- Situational case study discussion :
requires the candidate to discuss a
specific service situation to find out his
instincts, interpersonal capabilities

- Role playing
Candidate is required to actually
participate in a simulated situation
with other role players
- Multiple , structured interviewers
many interviewers

b) Personality test :
Psychometric tests conducted to judge
:
1.Willingness to treat customer/
colleagues with courtesy
2.Consideration / tact
3.Perceptiveness of customer needs
4.Ability to communicate effectively

c) Assessment center
Creating standardized situations/tests
to observe a candidate and checking
his behaviour and reactions.

2. Training - employees need to learn :

1.Organizational culture, purpose and
strategy
2.Interpersonal & technical skills
3.Product / service knowledge

Development of service
management and delivery
skills

Knowledge
Skills
attitude

Training methodologies
Instructor led training
Disadvantages :
1.Expensive
2.Scalability
3.Calibration
Computer based training

Reward & recognition for

customers
On the spot awards
Champions / role model awards
Team rewards