Do you have a ton of requests all competing for attention from multiple stakeholders across the business with no clear process for prioritizing them? In a world increasingly focused on revenue generation and cost savings are you able to quantify in dollars the value that your Salesforce team brings to the organization? These two questions might seem unrelated but they can both be solved with one underlying strategy- tracking and reporting on automation enhancements provided by your Salesforce team.
Work with end users and stakeholders to identify and document whether or not a request is an automation enhancement and capture few key details about the current state process including: how long the process takes, how often it recurs, and how many people are responsible for completing the process. This enables you to calculate how much time users spend in a specific process on an annual basis and then how much time is saved after the automation request is complete. The data gathered helps give a clear basis for prioritizing requests based on impact by highlighting which processes take up the most time to complete manually and what the cost-benefit is of automating them.
But wait- there’s more! Once automation enhancements are complete those time savings can be represented as cost savings by taking blended hourly rates for a full-time employee (or any other relevant metric) and converting that time into money. It becomes easy to see the value that is created as a result of eliminating repetitive or inefficient tasks so that people are enabled to spend more time focusing more on the things that matter the most.
This session will walk through some examples of what an automation request is, how to capture useful information about the automation requests, how to use extended reporting to extrapolate those time savings into hours saved annually, and then how those time savings can be represented as cost savings to prioritize requests and show the impact of your Salesforce team’s work to executive leadership and stakeholders.
