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July 12, 1999

Staff Training Can Help Deployment Efforts

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PDF file: Deployment Training: You'll need to take the following steps as you develop a training program that coincides with application deployment
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Personnel constraints, user-time availability, and other factors affect lead times and the program plan in general. Be aware of other projects in the company, particularly if resources on your critical path are used by other projects.

The design phase involves creating objectives and the program structure and sequence for each course. General steps in the design process include deciding what software knowledge must be transferred, developing competency measurements or a certification test, creating course content, and developing high-level lesson plans.

With large software packages, each piece builds on and interfaces with other pieces. Enterprise resource planning software, in particular, can be overwhelming, so make sure nobody gets lost during training. Be sure to gear training to the participants based on their skill level. Structure the objectives so that only a few concepts are presented at a time. Where needed, divide tasks into simplified components.

Make Or Buy?
Companies frequently face the decision to develop software training internally or to outsource some or all of the training effort. Regardless of the length, complexity, or objectives of the program, consider some basic factors in the make-or-buy decision, including cost, staff availability, staff skill levels and knowledge bases, timing, audience size and type, and the program size, type, complexity, and objectives.

It's important to find consultants who understand your specific business and application training areas, know how to manage a software training project to produce a quality product on time and on budget, and are proficient in the newest training technologies.

The weight and priority of decision factors depend on the company. The training team must work with management and users to assess the capability of training resources, the company's readiness, and management's commitment.

Companies must be actively involved in customizing training to the needs of their workforce and software and business processes, even if training is purchased or outsourced. As software packages become complex and require higher levels of competencies, companies must be more careful about structuring the training their workforce receives.

The type and amount of training needed to enhance worker productivity are often specific to the employer's software. Training and software vendors will help create presentations and practice exercises designed to achieve the objectives based on the audience and needs analysis. The training team and vendors can then present the course to your trainees or teach it to your trainers to deliver themselves.

There are two steps in the customization process. The first is to compare the purchased training with the needs analysis and design documents. The second is to create the gap document that contains the customization specifications.

Training is implemented properly by ensuring the courseware, class setting, and staff are ready when the program begins. The learners are scheduled and notified, and any reading material about the software is sent to them. The training staff may require training to perform their roles in the learning process, so they must be given time to prepare and rehearse their instruction. A general rule of thumb is that every hour of training requires about two to three hours of preparation time. This varies with the software and the trainer's experience with the software. Implementation issues vary depending on whether you have people train independently, in a classroom on-site, or off-site.

Training teams must involve managers and supervisors in delivering training. Managers and team leaders are responsible not only for their own development but also for that of their team members and staff, so sometimes managers and team leaders are trained and then deliver training to their staff.

It's also important that people share what they learn, so that skills and knowledge permeate the company and generate fresh ideas. Don't leave any employee out of development activity, particularly if that employee will need the information sooner or later anyway. Try to apportion the training as needed to avoid overwhelming employees. Don't rely too much on external trainers for training delivery because training teams are a resource once the training is completed, and they must bond with the trainees.

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