Preparing people.
WHY IT DETERMINES SUCCESS
A capable system operated badly produces bad data.
WHAT TO TRAIN ON
The processes people actually perform Their own role, not the whole system Exceptions and how to handle them Who to ask when stuck
WHAT NOT TO DO
Train everyone on everything.
WHY
It overwhelms, and most of it is irrelevant to each person.
WHEN TO TRAIN
Close enough to go-live that it is retained.
WHAT TOO EARLY PRODUCES
Forgotten training, and anxiety.
WHAT TOO LATE PRODUCES
No time to practise.
WHAT TO PROVIDE
Hands-on practice in a training environment Written guides for their own tasks Reference material available afterwards
WHY HANDS-ON SPECIFICALLY
People learn systems by using them.
WHAT TO PREPARE
A training environment with realistic data.
WHAT SUPER USERS ARE
People in each area trained more deeply, who support colleagues.
WHY THEY MATTER
They provide immediate help, and they carry credibility colleagues accept.
WHAT TO PLAN
Training for people who join later.
WHY
Initial training addresses current staff only, and turnover follows.
WHAT TO MEASURE
Whether people can complete their tasks unaided.
