Training for a new digital tool: what it's not about… but you think it is!

The ideal digital tool should be intuitive enough to seem logical when a user comes to work on it, but some training may be needed for complex processes and when you are harmonizing and changing business processes. Here are a few more things that learning a new tool is not about, but which people often think are encompassed in the term.

1. TRAINING… IS NOT NETWORKING

It’s a common comment that people don’t enjoy online training as much as in-person training as they miss the opportunity to have a change from their office environment, meet new people or familiar colleagues and build relationships across the business.

These are all highly positive things, but they are not about learning a new system. Networking opportunities should be encouraged, but they are not a measure of a successful learning experience. 

2. TRAINING… IS NOT EDUCATION

Learning cannot be a one-way lecture and participants should not passively sit and let the information wash over them without asking the questions as they will forget everything by the end of the session.

Participants should be actively listening and asking themselves - if the system works this way, what this means for our local practices? Where is there an opportunity for change, and what do we need to consider from a legal perspective?

Training is also not education in that participants are not there to cram and pass a test, (although quizzes and other interactive learning opportunities can enhance the participation and engagement during the training.)

A well-known but often ignored facts is that participants will forget most of the detail of what they are told in a training session, but they will remember how they felt and where to go when they have a question - that is why a comprehensive library of Just-in-time resources and FAQ's for after the training has finished is essential.

3. TRAINING… IS NOT DATA GOVERNANCE

Training will not motivate people to input data or check it’s correct in 2, 3, 4 months after the system go-live.

Training can pass on the message that data is important, and there are not many participants in an HR system training who would disagree with that statement.

However, the personal motivation of system actors is something that matters and can only be addressed through company culture, personal care and intrinsic motivation. If that doesn’t solve the issue, then extrinsic motivation such as a dedicated data team to police data and follow-up on data gaps or errors may be needed. 

4. TRAINING… IS NOT CHANGE MANAGEMENT

If there have not been opportunities for the training participants to express their concerns earlier in the project, be prepared to set-aside time during the training for questions on why a system has been designed a certain way, who designed it, who did they consult with in the business and did they take all important local needs into account?

This can take a negative tone if participants are not convinced about the benefits of the new tool or feeling overwhelmed with the change management they will need to do with other business stakeholders.

Build all these elements into your training or decouple them and address them in other ways through the global company culture strategy.

Be clear about what is in your scope in terms of project learning opportunities and provide "Just in time" resources so that people know where to go when they have a question ‘how do I do this….’

For further thinking, consider https://shackleton-consulting.com/stuff-to-watch/

Any questions? A project in mind? Contact us here and let's talk !