Consulting

Training Success

Posted on by Seniye Groff

I recently finished a project rolling out a new software coupled with new processes.  As always, there were some great insights and learning at the end of the project.

Background:

  1. Learners were dispersed globally and, of course, time and money were important.
  2. The new platform consisted of four new modules that worked with the customer’s business.
  3. Most learners would use one or two of the modules but not all four.
  4. Additionally the new process needed to be shared and include why, what, when, how and where needed to be presented to everyone.  Many people were involved with the due diligence so were familiar with the content.
  5. Face-to-face sessions were offered worldwide after a slew of trainers when through train-the-trainer (TTT) sessions.
  6. Documentation was thorough and consisted of process decks, work instructions and quick reference guides for both process and the tools.
  7. Attendance to training was required (yay!).

Reality:

Attendance was surprisingly low, partially I believe because roll out was in August when vacations are at an all-time high.  Also the required training was two days long, which was another obstacle because work schedules were already so full.  Some attendees felt the class went too fast, while most felt the class was too long.  Other feedback stated that the class was too process heavy and not enough tool training.  Finally, given that the 700 learners came from many facets of the business, the trainers knew and delivered content on the overall process and tool, but were unable to provide specific business detail to the various departments rolling out the tool.  Oh, and the tool was in user acceptance testing (UAT) so it behaved wonky at best during the training sessions.

Future Plan:

As this project matures and future modules evolve and roll out I recommend the following:

  • A modular approach so that learners only need to attend the sessions that apply to their work.  So if they only use one of the four modules in real-life, then they only attend the session on that specific content.
  • E-learning component so that the learners can learn foundational knowledge in a self-directed format and attend classroom time to work in the tool.
  • Leader from the respective business group attend the session with their team so that the process-specific questions get answered immediately and demonstrated in the tool.

Performance improvement is an ever-evolving activity.  I love the variety and challenge that each project brings; there is no one solution for any project which ensures that creativity and best practices are always required for each and every project!

The Beginning and the End

Posted on by Seniye Groff

Similar to the joy of seeing the first spring flower or the first snowy, winter day, the beginning and end of a consulting assignment is most exciting for me. I can set the stage for success or failure by specific actions I take at both critical points in any engagement. The bookends of a project are your client’s impression bank, long after you are onto another assignment. Throughout a consulting assignment, ethics and strong communication skills are keys to a successful engagement. Unless you do what you say you are going to do and communicate along the way, the outcome will not be seen as success in your client’s eyes.

So what can you do to ensure a strong beginning and end to any of your projects?

In the beginning, the client wants to confirm to himself (or even the entire organization) that hiring you was money well-spent and that the time SMEs will spend with you (instead of doing their own job) will be a sound investment. Ultimately, will you solve the problem that you were hired to solve? By rolling up your sleeves, asking good, thought-provoking questions and listening, you can confirm to your audience that you “get it”. Don’t jump to conclusions and presume you have all the answers. Listen to the real problem to determine the root cause of the issue you are asked to solve. On the other hand, you must move fast. Unlike an employee, there is no “on-boarding” time for you; you need to put in the hours to understand the environment, culture, players and issue as quickly as possible. You were hired because you are the expert and you must demonstrate that expertise quickly in the relationship.

Assuming you met your deliverables and solved the problem (and perhaps a few additional issues) how do you end the assignment successfully? I firmly believe that you thank your stakeholder personally–either in person or with a hand-written card. I realize that in this day of email, it is easier to hurriedly spew of a few lines, but I believe it is much more meaningful to do it in person. Secondly, write up a transition plan prior to your departure, highlighting what you have accomplished, where documentation is located and any follow-up activities to ensure what you suggested or created remains active in the organization. Finally, make sure you connect on LinkedIn and even ask for a recommendation, while your success is present in the client’s mind.

What have you done to ensure a strong beginning or end to projects you have worked on?