In the past I have been involved in major system migrations from different legacy systems to our in house system. A constant battle seems to be finding the right balance of training across the company to ensure people can hit the ground running at time of cut over. Currently we schedule training blocks 3 weeks prior to Implementation and follow up training as required in weeks 3,4,5 after implementation. This is also supported with a large team of experts supporting the business during the first 2-3 months after implementation (the same team members that helped define, set-up and train the staff, with additional staff where required).
This has been successful to a certain degree , however I would be interested to hear from others if this frame work could be refined to get more from our training schedules.
Please note in recent times we have been allocated specific training members to ensure training has the high focus it requires , but are we doing all that can be done ? Saving Changes...
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Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Sean, your approach is solid... how much OJT does that training include? What incident tracking is there that might pinpoint areas needing specialized training? Few organizations do training to the extent you are doing... well done
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Michael , thank you for some quick feed back , OJT depends on the area involved ie for the Warehouse it is 80% OJT 20% class room exercises, Customer Service is 50% / 50%, Purchasing is 10% / 90%.
I believe that OJT is much more effective from my experience however this is difficult to deliver prior to implementation unless you have functional areas that can apply stand operating process. This is the case for of Warehouse and Customer Service teams, other areas of the business tend to vary significantly depending on the type of product and customer base they are dealing with. In regards to capturing critical areas, we do have an issue register, it does become difficult to identify training issues from this but we do try.
Hi Sean, for our warehouse staff training we have implemented a process we call "Training Certification". This is a post cut over activity. After our IT team delivers the formal classroom training, and after cut over, we follow up with a certification checklist for every warehouse associate. We perform this one on one, out on the floor to see what they have retained from the class. Any one under 75% goes back for a refresher class. Michael speaks to incident tracking and this is where we get ours. We look for patterns in what is not getting retained from the class and the certification checklist allows us to see where our classroom training is breaking down. Saving Changes...
