Supporting and training people
Communicating, training and supporting at start-up: communication plan, training plan, key users, forms of resistance and the evaluation of a training course with Kirkpatrick's four levels.
- 26 cards
- 5 topics
- Free
The outline, topic by topic
Each topic is weighted the way the exam weighs it.
- Concepts
- Questions
- Sort and link
- Scenarios
- Understand
A few cards from the deck
Communication plan: what is it?
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A table that sets out, for each audience affected by the change, the message to give it, the channel used and the time of the announcement.
One line of the plan ties together a target, a message, a channel and a time: changing any of the four changes the effect of the announcement.
To train 400 users of a new tool, the project team first trains 8 key users, who then train their colleagues. What is the main advantage?
- The trainers know the job and remain available after the training
- The project team no longer has to prepare materials or collect the users' needs
- Users no longer need start-up support since their colleagues are trained
- The training costs less because it entirely replaces the study of needs by population
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The trainers know the job and remain available after the training
The key user brings proximity and the vocabulary of the job. He does not remove the need to prepare the content or provide support: he is himself trained, and backed, by the project team.
Kirkpatrick's four levels, in order: reaction, …, …, results.
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Kirkpatrick's four levels, in order: reaction, learning, behaviour, results.
Reaction is measured straight away, learning by an exercise, behaviour a few weeks later on the job, results on the company's indicators.
Training plan: what is it?
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A document that sets, for each population, the needs to cover, the chosen method, the trainers, the schedule and the budget.
Not everyone is trained the same way: an occasional user and a daily user have neither the same needs nor the same time.
Three months after the switch, the sales department still keeps its follow-up in a parallel spreadsheet. What is the likely cause, and what should be done?
- The tool does not cover a daily need nobody collected: identify it with them and build it in or replace it
- Sales staff resist on principle: ban the use of the spreadsheet immediately and sanction the holdouts
- The training was insufficient: repeat it identically for all the company's employees
- The spreadsheet opens faster: it is enough to improve the technical performance of the tool
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The tool does not cover a daily need nobody collected: identify it with them and build it in or replace it
A lasting workaround is often a signal: the spreadsheet meets a need the tool ignores. Banning it without understanding moves the problem, and repeating the same training does not fix a functional gap.