Optimal productivity can be achieved through adequate training of your employees in the use of your systems. Therefore, Gestisoft offers training programs in its offices or in your premises to meet your specific or fundamental needs for the success of the implementation project.
Here are few arguments confirming the validity of this approach, derived from two crucial issues we raised with our Practice Manager, Patrick Cournoyer:
Question: How do you define success factors for a training process?
The best training success criterion is unquestionably the adoption rate of the solution, once moved into production. Training is often an activity that is overlooked in the planning and execution of a project. The functional aspects (e.g., functions, data migration, inter-system, etc.) usually take priority (which makes sense). But even with the best system in the world, if no user is properly trained, the use of these functions becomes obsolete. The system will not be used as it should be and users will get very frustrated. So the key to a good education is to:
- Take the training seriously. Understand that we will be changing the lives of many users!
- Focus the training on business processes, not on functionality.
- Give lots of practice exercises and provide many examples.
- Ensure that the superuser provides the training with the support of the project team. Superusers know the business case, the project team (analysts), and the functionality of the system. Together, they will be able to form a great team, since superusers are chosen based on their broad and deep knowledge of the organization’s processes and culture. Usually, the superusers are not professional trainers and thus Gestisoft experts take over the role of providing superusers with the right tools to adequately convey the relevant knowledge of the system to other users.
Question: How to get the management buy-in on a training process?
Management buy-in for the training process needs to be prepared from day one of the project, at launch, and a continued effort must be invested from one initiative to the other. I think that the training process is simply an element of change management. A good change management process provides the right information at the right time and to the correct users. We must keep users involved and interested in the project through various initiatives (e.g., contests to give the system a name, lunch & learn sessions about the implemented components, participation in trials, etc…). This will foster users’ impatience to learn more and drive them to attend the training sessions.
The measures of training success represent a second key element of the process. This may sound elementary, but without these measures in place, you will remain in the dark, not knowing whether you are faced with a training success or failure. It is not about determining if your employees enjoyed the training, but rather about ensuring that they get the most out of it for your business to benefit!