Performance Management: It All Begins with an Opportunity.
Nowadays, when the Product Lifecycle Management (PLM) system is an essential tool for monitoring business performance and finding better strategies to make data-driven decisions, implementing one from level-zero comes as a challenge.
However, while a business implements such projects, and if you are given an opportunity to train on one, you must take it because it adds value to your people management skills and enhances your ability to understand and execute projects effectively.
I have had been given this opportunity to train 80 employees thoroughly on CSR and PLM systems projects. The basic concepts of teaching both subjects are similar, but PLM expects results; thus, the approach of instilling them must be different. A proper understanding of systems will produce high-quality results.
You may have concerns as to why I am writing on a subject that has already been documented in great detail online. But when it is employees' first exposure to the system, it’s initial implementation is often overwhelming. Also, as I refer, it was "a system of many clicks" due to its complex design.
So, on top of that, I had to make this data entry process a bit exciting and easy to retain.
Preparation.
Make a note of the most challenging sections. Next, categorize groups that may have commonalities: questions, profiles, and scope of work.
Create a list for each group, featuring how beneficial the new system is for them and why. Check the availability of the groups you intend on combining.
Assess whether or not they will be available for the required training; in advance. Remember, your time is essential, and so is theirs.
Lastly, submit reading material in advance. If needed, be sure to add a glossary of technical jargon relating to their day-to-day terminology. This extra documentation will make learning easier by associating common words with technical rhetoric.
On the field.
Outline the purpose of the training and its importance. All reasons must be justified and connected to the work they have at hand.
Create signal words or hints, alerting them of key complicated system details. For example, I told them that there would be a quiz at the end of their understanding, and the answers of the same would be given during the training so, whenever I will use the word "trigger", pay attention.
Have an active exchange of problems they encounter in their routine job of excel data entry and the entries to be made in the new system to help them connect the dots.
Keeping the topics short and simple by adding graphics and color themes referencing specific areas will help trainees recall suggested information. For example, tasks related to operations should be in one color and ones related to logistics in another, and so on.
Be sure to add the "DON'Ts" pointers on every problematic area of the System Manual. There are longer "DO's" lists, so adding "DON'Ts" in the manual is more convenient.
There are typically two types of trainees; motivated and unmotivated. You may want to pay attention to their understanding and prepare to guide them differently. Also, the most "Progressive User" would be required to maintain the training program later. Remember, some people learn at different paces and have different attention spans.
Research done in 2000 shows that the average attention span has dropped from 12 seconds to 8.
Add short pauses in the training. Before doing so, inform them of the most exciting aspects of the proceeding topic.
Explain where and how their entries will be shown in the extracted reports.
Encourage your trainees. Express your confidence in them and their abilities to achieve proficiency. Complete the training with immediate feedback, review, and a quiz. Be sure to add a bit of humour for them to retain the knowledge.
Bring in the Seniors or Managers.
Train the managers differently on monitoring and reporting tools so that they know what data is featured in specific reports and its significance.
Give them a list of the "Progressive Users" and the possibility of another problem-focused training inviting only those users who are behind their teams. It will help Seniors and Managers in prioritizing their team's performance checks.
Show them how to extract reports, and find mistakes in the system entries.
Make them independent.
Although training is a task in itself, another crucial one is creating a "Do-Check-Correct" plan. It is necessary to have a "Whom to Contact" person or a mentor for performance improvement. It allows access to help quicker.
Train "Progressive Users" on an advanced level. Ensure that each division has at least one advanced-level user.
Weekly extract reports, review them for performance and help trainees with mistakes. Prepare a guide on "how to correct" methods.
Draw and distribute a correction flow of the most common mistakes in the system manual.
At the end of the training, thank them for participating. Share a few funny moments and fun highlights to reflect on. Applaud their achievements and support their initiative.
Happy training!
