Selecting Systems 3: Training and Enablement
The third part in our series of Selecting Finance Systems for growing organisations. An introduction to the series can be found via this link:https://www.dhirubhai.net/pulse/selecting-finance-systems-support-your-companys-growth-john-fuggles-0x5oe/
A typical system selection and implementation is usually seen as the start of any finance transformation. However, finance transformation only begins when the users start to use the system and start to extract value from the investment. Until this point, transformation is likely to have delivered some benefit but the real pay-off has yet to come. It matters therefore that the users are not only committed to the project but are enabled to maximise the project and deliver on the promises made by the business from the start.
Training and enablement are two different things of course.
Training “The process of improving workforce skills. This may be done by formal instructional courses, provided by employers or by educational institutions, either before or during employment.” (Oxford Reference)
Enablement “The act of making it possible for something to happen or for somebody to do something” (Oxford Learners Dictionary)
Users should be granted permission to use the system in a manner that adds value to the organisation but be mindful of the needs of the business and the checks and balances required in any complex organisation. System administration can limit and control the user as well as empower them to do more.
Enabling users to do more is an important element in the success of any finance transformation project. However, this must be tempered with not only security and other operational considerations but also the skills and abilities of the users.
Begin Early
The Pareto Principle (80:20 rule) can be applied to most things; for training, this applies too. Very often new users will become familiar with adopting new systems but will not necessarily remember it all or remember it all sufficiently well.
New users need to be excited and engaged in the rollout of a new system. It helps to understand the ‘bigger picture’ and the role that tasks and functions play in delivering extra value to the business. Once the benefits have been established the focus should be on incremental advancement in knowledge leading to familiarisation and comfort in using the new system.
Training supported by repeatable content, for example, training manuals and training videos, allows new users to learn at their own pace while investing the time required at the time that best suits them. This library will evolve over time, updates can be provided when systems or processes change, and refresher sessions can be run as the project continues.
Incentives and Influencers
Incentivising team members to learn can be an effective way to deliver more success more quickly. The form this takes will vary from company to company and very often be dictated by the scale and complexity of the learning or the change that is required for the person undertaking the change in their routine of work.
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Any incentives should be considered in detail before they are set. Some roles are easy to complete training for, we all have different learning preferences for example, some people are slow adopters but great at the detail. Team achievement incentives may deliver more benefits than individual incentives.
User champions can be a good informal source of training through peer knowledge sharing. Beyond that, they can also help influence how people interact with the system not just educate them on the routines they are required to undertake.
Conclusion
Human nature suggests a mix of learning styles and content, iterative and incremental training, and the acceptance of failure, as part of the learning process. To achieve finance transformation success all these elements need to be accounted for and form part of a long-ranging and highly engaging process. Training should be seen as a key part of the overall project starting almost from the beginning and running through to post-project completion and delivery.
In all projects, VantagePoint provides a combination of hands-on and classroom (virtual or in person) guidance supported by training materials (written and video) that are easily consumable and easily accessible and will help guarantee success.
An additional benefit of a multi-faceted approach to training that is always available is to provide a resource for new joiners and refresher training for the current team.
Training should be structured and built around the needs of the trainee tailored for their user role or function, in the language that serves them best. It should remain a constant part of any role and not retired once the project goes live.
Whatever your training plans, there needs to be a mechanism for feedback and for questions. Some users may be uncomfortable asking their peers or making public their questions; whether that is to ask for help or to give feedback. New and existing users should be encouraged to give feedback about training and development. Similarly, there should be a method for giving feedback, and discretion if required/desired.
VantagePoint works with customers to provide both internal and external training and enablement feedback. Giving new users the chance to share their thoughts either directly or indirectly, and even anonymously, can help drive a project’s success.
Selecting Systems for Growth 3/14