Onboarding New Joiners After Go-Live: The Gap Nobody Owns
The programme trained 1,400 people and closed. Fourteen months later, ordinary turnover means several hundred of the people doing those jobs were not trained by anybody, because the training function was disbanded, the environment was decommissioned and the super users have moved on. New joiners learn the system the only way available: by sitting next […]
Read articleHow to Evaluate Whether Training Worked (Beyond Attendance)
The training report says 96 per cent completion and an average satisfaction score of 4.3 out of 5. Both numbers are accurate. Neither tells you whether a single person can do their job. This is not a new observation, and the framework that names the problem is more than sixty years old and cited in […]
Read articleTraining Environments and Data: Why Practice Systems Undermine Practice
The training environment has forty customers, twelve materials and three suppliers. Every record is complete, every name is sensible, and nothing is blocked, duplicated or half-finished. Production has 60,000 customers, four of whom are the same company under different spellings, several hundred materials that should have been discontinued in 2019, and a supplier whose payment […]
Read articleSuper Users: How to Select, Train and Keep Them
Super users are usually selected the same way. An email goes to managers asking for nominations, and the names that come back are the people who could most easily be spared. That single sentence explains most of what goes wrong afterwards. The role that determines whether a hundred people can work is being staffed by […]
Read articleTraining Needs Analysis for ERP: From Role Matrix to Curriculum
The ERP training curriculum has eleven courses, and they are named after the system: Procure to Pay, Order to Cash, Record to Report, Master Data Maintenance. Nobody in the business has a job called Order to Cash. A customer service adviser has a job that touches four of those courses at three different depths, and […]
Read articleWho Should Deliver the Message? Choosing Messengers by Trust, Not Rank
The CEO recorded a three-minute video about the transformation. It is well made, sincere, and has been watched by 18 per cent of the workforce, most of whom stopped before the end. In the same week, a shift supervisor told her team in about forty seconds that the new scanning process is slower for a […]
Read articleCommunication Is Not Engagement: What the Difference Costs You
The plan has an engagement workstream. Inside it are a communications calendar, a newsletter, a set of roadshows and an intranet page. Every one of those is communication. None of them is engagement, and the substitution is so routine that most programmes never notice they have made it. The distinction, stated plainly Communication transmits a […]
Read articleHow to Write Change Communications People Actually Read
Here is an opening line from a real change email: “As part of our ongoing commitment to operational excellence, we are embarking on a transformation journey that will enable us to leverage best-practice processes across the organisation.” Twenty-eight words, no information. A reader learns that something is happening, that it is corporate, and that the […]
Read articleWhy Change Communication Fails When It’s Only Broadcast
The communications plan is on track. Eleven emails sent, two town halls held, an intranet hub live, a monthly newsletter, and a video from the sponsor with 3,400 views. The readiness survey comes back and 44 per cent of people say they do not know what is changing for them. Both statements are accurate, and […]
Read articleSample Size and Segment Suppression in Readiness Reporting
The readiness heat map has a cell showing 42 — the lowest score on the page, in Legal, in Spain. It gets fifteen minutes of the steering committee’s attention and an action to investigate. Legal in Spain is four people, three of whom responded. The 42 is the average of three answers, one of which […]
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