When to bring in trainers on a project
When a project is one that is implemented to people who will have to learn new skills or need new knowledge in order for the project to be a success such as upgrading a companies software, there has to be an expert in training to advise, but they should also have experience on projects. Then they can talk with the Project team and discuss issues that have occurred and decisions that have been made. When the trainers are brought in at the end they do not know why decisions have been made, when the training occurs the attendees will have questions about why things are the way they are with the software, why has the font on the Letter template changed, why is the Matter Name in the location on the invoice that it is. By having good communication between the trainers and the project team long before go live the trainers will have more answers and the rollout will go more smoothly.
Having the trainers as a separate entity who only appear at the end of the project means that they are not considered part of the team even though they become the face of the project, standing in front of the users convincing them it is a wonderful change. The project team at this point are still working behind the scenes.
So when should the trainers be brought in. A lead trainer should be brought in at the beginning to discuss the project and what the training implications will be and give some training projects, such as there will not be a need for a lot of training because this is not a big change, but lectures and Quick Reference Material, or this is going to require a lot of training because it is a fundamental change. As the project progresses the trainer can help liaising with the user groups and can also work with the testing groups. This means that the project team do not have to spend as much time on these tasks and when the project goes live the trainer will have an easier time creating the most useful documentation and training sessions.
What is a lead trainer? A lead trainer is the trainer that leads the others, they liaise with the project team and create documents and design the courses, then they train the trainers. By working with a lead trainer the project team can tell one person of any changes and they pass the news along.
If the trainer is brought in later, they will not know the history of the project, or the relationship that the project has with the end users. This might not mean anything to most people but as a trainer it is a fundamental need. If the project is looked upon as a need, the software change is going to bring about some good change then it is easier to train, whereas if the project is looked at with a weary eye, that means that there has not been good communication between the project team and the end users, rumors are flying and who knows what is true or not.
Trainers, good trainers, can work with the project and help make it successful and easier to implement, especially if they are brought in early.
8 Responses to When to bring in trainers on a project
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What you say is very interesting, Katherine. I have often wondered just how seriously a team will take a trainer that is brought in at the end of a project who knows the theory OK, but has no knowledge of the history of this particular project and group.
And for a group to look upon a trainer in a cynical way as a result, can only be detrimental to morale, and to the project’s successful rollout.
Twitter: SuzeStMWrites
Thanks Suzan, you are right about morale. The people we train identify with us rather then the project team. It becomes an us against them. Trainers are not blamed for what they don’t like but we hear a lot of complaining about the project team.
We don’t have to be full time for the entire project but part time would improve project success.
What you say is very interesting, Katherine. I have often wondered just how seriously a team will take a trainer that is brought in at the end of a project who knows the theory OK, but has no knowledge of the history of this particular project and group.
And for a group to look upon a trainer in a cynical way as a result, can only be detrimental to morale, and to the project’s successful rollout.
Twitter: SuzeStMWrites
Thanks Suzan, you are right about morale. The people we train identify with us rather then the project team. It becomes an us against them. Trainers are not blamed for what they don’t like but we hear a lot of complaining about the project team.
We don’t have to be full time for the entire project but part time would improve project success.
I think you’ve probably hit the nail on the head with this one, Katherine with your key point the client company needs to address, whatever the project (IT or anything else) right at the off:
Will the implementation of this project result in (re)training needs for certain members of staff?
If the answer is “Yes” make the selection of lead trainer based on required skills and experience and involve her early on – even if you believe the trainer role to be relatively minor. There’s an implied potential client benefit here:
Pick the right trainer who’s doing a lot of this work and she may well spot potential issues that could cause grief down the line because she’s seen it before. She’s likely to be able to suggest ways that will be more palatable and cost efficient all round.
Guess what? She’s become an investment rather than a cost
Twitter: Linda_Mattacks
You are so right, what I am working on is convincing project teams to invest in training rather then purchase training.
I think you’ve probably hit the nail on the head with this one, Katherine with your key point the client company needs to address, whatever the project (IT or anything else) right at the off:
Will the implementation of this project result in (re)training needs for certain members of staff?
If the answer is “Yes” make the selection of lead trainer based on required skills and experience and involve her early on – even if you believe the trainer role to be relatively minor. There’s an implied potential client benefit here:
Pick the right trainer who’s doing a lot of this work and she may well spot potential issues that could cause grief down the line because she’s seen it before. She’s likely to be able to suggest ways that will be more palatable and cost efficient all round.
Guess what? She’s become an investment rather than a cost
Twitter: Linda_Mattacks
You are so right, what I am working on is convincing project teams to invest in training rather then purchase training.