Identifying the need
What employees genuinely cannot do. It usually differs from what management assumes.
The format is chosen to fit the situation: a one-off session after a new system goes live, or a regular programme.
What employees genuinely cannot do. It usually differs from what management assumes.
Built for the specific tasks and the level of the group rather than taken off the shelf.
A group from one department works better than a mixed one: everyone has similar tasks.
For manufacturing and retail, at a convenient time and without stopping work.
On the participants own working files and in their own systems.
A short exercise at the end and a handout to come back to.
A basic session is four hours. A programme for a department starts from two days, usually split into parts.
We find out what causes difficulty. We ask the employees, not only their manager.
We build it around examples from their own work and agree it with you.
In groups by level, with practice and time for questions.
Materials, a short check and a review of remaining questions a couple of weeks later.
Training right after a rollout delivers twice as much as training a month later. While the system is new, people have questions and the motivation to work it out. A month on they have found workarounds and do not want to relearn, so it becomes retraining rather than training.
Six to ten is optimal. Fewer is inefficient on cost; more and the trainer cannot reach everyone during the practical part. For larger teams we split into streams.
Yes, and for the theory it works well. The practical part is better in person or in small groups: remotely it is hard to notice that half the participants have fallen behind and are staying quiet.
By the drop in support requests on the topics covered. That is the most honest metric: if there are fewer questions about email after email training, it worked.
Tell us which departments are involved and where the difficulties are. We will build a programme around your own examples.
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