4 Reasons Why Europe Considers South Africa an Attractive Option for Training Development and Delivery Outsourcing

4 Reasons Why Europe Considers South Africa an Attractive Option for Training Development and Delivery Outsourcing Editor The rise of remote work has placed South Africa at the forefront of outsourcing destinations, particularly if you consider the observation of training development and delivery by the Grand View Research. With the global outsourcing market valued at over $90 billion in 2023, South Africa’s business process outsourcing (BPO) sector contributed $2.7 billion (around R60 billion) in revenue. Below are four compelling reasons why European organisations are increasingly turning to South African companies for these services. 1. Cost Savings Outsourcing to South Africa offers substantial cost savings, with companies typically saving up to 50% on labour and operational expenses compared to Europe. The favourable exchange rate allows businesses to secure high-quality training services for a fraction of the cost. This is particularly attractive for European firms seeking to balance cost reduction with maintaining quality. In 2022, South Africa’s BPO sector grew by 17%, driven by demand from European markets, demonstrating the financial viability of outsourcing to the country. 2. Access to Skilled Resources South Africa has positioned itself as a global leader in BPO, offering access to a highly skilled workforce. The country ranks 1st in Africa and 12th globally for English proficiency, crucial for training development and delivery. With over 100,000 jobs in the BPO sector, South Africa is home to a wealth of talent, particularly in IT and engineering. Companies such as Amazon and Capita have invested heavily in South Africa, underscoring the global recognition of its skilled workforce. In addition, the country’s BPO market is projected to grow at a compound annual growth rate (CAGR) of 10.1% through 2030, ensuring a steady supply of skilled professionals. 3. Time Zone and Effective Time Management South Africa’s time zone (GMT+2) offers a significant advantage for European companies. The nearshore benefits allow businesses to collaborate in real time, which is particularly important for time-sensitive training development and delivery. This alignment enhances productivity and allows for quick turnaround times. European firms can also delegate their non-core functions to South African providers while focusing on strategic goals, improving overall time management and operational efficiency. 4. Language and Cultural Compatibility English is the predominant business language in South Africa, making it an ideal outsourcing destination for European companies. Furthermore, many South Africans are multilingual, with fluency in languages such as Portuguese, German, and French, which adds to the appeal for European organisations. The country’s cultural diversity also ensures sensitivity and adaptability when developing and delivering training programmes to international audiences. This cultural compatibility is a significant reason why South Africa continues to attract top European clients. Conclusion South Africa’s competitive pricing, skilled workforce, time zone alignment, and language proficiency make it an attractive destination for outsourcing training development and delivery. The country’s BPO sector, contributing £2.1 billion in revenue and growing rapidly, underscores its value in the global outsourcing market. With a proven track record of high-quality service and cost-effective solutions, South Africa remains an ideal outsourcing partner for European businesses looking to enhance their training capabilities. For those seeking reliable and experienced training providers, Can!do Consulting offers services with over 30 years of experience and a client portfolio spanning multiple countries, producing training material in more than 40 languages. Contact Us

Business Continuity: Best Practices for Onboarding New Employees and Ensuring Long-Term Knowledge Retention

Business Continuity: Best Practices for Onboarding New Employees and Ensuring Long-Term Knowledge Retention Editor Onboarding new employees is not just a formality; it is a critical process that sets the foundation for their success and the overall effectiveness of the organisation. With the rapid evolution of technology and the increasing complexity of enterprise resource planning (ERP) systems, effective onboarding has become even more crucial. This article outlines best practices for onboarding new staff, particularly those who must quickly acclimatise to ERP systems and workflows, while also focusing on long-term knowledge retention. The Importance of Onboarding- Retention & Productivity First impressions matter, especially in the workplace. A comprehensive onboarding process introduces new employees to the company culture, expectations, and the tools they will need to succeed. Research indicates that effective onboarding can improve employee retention by up to 82% and enhance productivity by as much as 70%. Conversely, a lack of proper onboarding can lead to disengagement, poor performance, and higher turnover rates. For new hires dealing with complex ERP systems, this impact can be magnified. The Importance of Onboarding- Retaining a high ROI on the Tech Investment With the investment made in training to ensure that existing end-users are equipped to adopt new systems and processes, it is important that new hires acquire this knowledge too, to ensure that end-user adoption doesn’t wane, over the arc of time, as new hired are onboarded. This ensures that the ROI on the initial tech investment remains high. From whichever way you look at it, thinking about your onboarding strategy, post Go-Live, and into Business-as-Usual is paramount. Unfortunately, many businesses fail to factor this in, which leads to a loss of knowledge and necessitates periodic costly training interventions. Best Practices for Effective Onboarding 1. Decide Who is Responsible for this Element Time and time again, we see a lack of clarity, post system go-live, as to who in the business will ensure that the knowledge of how to use systems effectively and accurately, is retained. Should it be IT, or is it HR’s responsibility? Deciding and having absolute clarity on where this sits, is the singular thing which will determine long term success. 2. Prepare Before Day One: Send a welcome package that includes essential information about the company, team members, and specific job expectations. This package can also contain preliminary materials on the ERP systems they will be using, allowing them to familiarise themselves before they even step foot in the office. 3. Create a Structured Onboarding Plan: Develop a detailed onboarding schedule that outlines daily and weekly tasks, training sessions, and milestones. This should include an introduction to the ERP system, where new hires can learn about its functionalities and how it integrates with their role. 4. Utilise Mentorship: Pair new employees with a mentor who is experienced in using the ERP system. This relationship can provide a support structure, allowing new hires to ask questions and gain insights in a less formal setting. 5. Conduct Hands-On Training: Instead of overwhelming new hires with theoretical knowledge, provide practical, hands-on training. Allow them to engage directly with the ERP system in a controlled environment where they can make mistakes and learn without the pressure of real-world consequences.’ 6. Encourage Continuous Feedback: Solicit feedback from new employees regarding their onboarding experience. This not only helps identify areas for improvement in the onboarding process but also empowers new hires by making them feel valued and heard. 7. Implement Ongoing Support: Following the initial onboarding period, continue to provide resources and support. Regular check-ins can help ensure that new employees are adapting well and understanding the ERP system. Sustaining User Adoption Post-Onboarding The onboarding process does not end after the first week or month; it is a continuous journey. To ensure that new employees not only adopt but master the ERP system, consider the following strategies: 1. Establish Responsibility for User Adoption: Designate individuals or teams responsible for maintaining momentum post-onboarding. This can include periodic training sessions, refreshers, and skill assessments to ensure employees continue to build on their knowledge. 2. Set Clear Milestones and Goals: Outline specific objectives for new hires to achieve within their first few months. These should be aligned with mastering the ERP system and its workflows, allowing employees to track their progress and stay motivated. 3. Facilitate Mastery Through Structured Learning: Adopt a framework like ADDIE (Analysis, Design, Development, Implementation, Evaluation) to create a structured learning path. This approach can guide new hires through their journey from initial awareness of the ERP system to full competence and eventual mastery. 4. Leverage Technology for Ongoing Training: Use digital tools to provide continued access to training materials and resources. This can include recorded training sessions, FAQs, and community forums where employees can seek help and share experiences. Digital Adoption Platform (DAP) tools are also an excellent way to facilitate LIFW- Learning in the flow of work, which enables end-users to learn how to successfully complete workflows and processes in real-time, with confidence. 5. Monitor User Engagement: Conduct health-check surveys to assess employee comfort and competency with the ERP system. This proactive approach helps identify areas where additional training may be necessary and reinforces the importance of ongoing support. Conclusion Effective onboarding is essential for the long-term success of both new employees and the organisation. By adopting best practices that focus on the complexities of ERP systems, companies can facilitate smoother transitions for new hires, ultimately leading to higher retention rates and increased productivity. As businesses continue to invest in digital transformations, ensuring sustained user adoption and knowledge retention will safeguard these investments and empower employees to thrive in their roles. As specialists in ERP user adoption, we bring over three decades of knowledge and experience to our portfolio of high-profile clients. Contact us if you are looking for a consultant to assist with structured and effective ERP user adoption strategies to maximise your digital assets and improve employee retention. Contact Us

The Importance of Systems-Specific Training: Enhancing Digital Transformation and ROI

The Importance of Systems-Specific Training: Enhancing Digital Transformation and ROI Written by Lyndsey Martin As businesses invest in digital technologies to remain competitive, the success of these initiatives often hinges on one critical factor: employee training. A well-executed training programme can accelerate user adoption and maximise the return on technology investments. However, not all training methods are created equal. When it comes to systems implementation, there are specific approaches that drive better outcomes. In this article, we explore what sets systems training apart from general training, why go-live workrooms are valuable, and how bespoke training materials can make all the difference in achieving success. What Differentiates a Systems Trainer from a General Trainer? System-specific trainers bring a depth of expertise that goes beyond general training knowledge. Unlike general trainers who may focus on broad skill development, systems trainers are specialists who understand the nuances of the technology being implemented. This expertise allows them to tailor training programmes to the exact needs of the business, ensuring that employees not only learn how to use new tools but also how to leverage them effectively within the organisation’s unique processes. For example, a general trainer might provide basic software instructions, whereas a systems trainer will guide employees through specific workflows relevant to their daily tasks, troubleshooting potential issues, and aligning the training with the organisation’s goals. This targeted approach reduces learning curves and ensures smoother transitions during system implementations. The Role of Go-Live Workrooms in System Implementation One of the most critical stages in a system rollout is the go-live phase, where the system officially becomes operational. This can be a high-pressure time for employees, as they are expected to apply their training to real-world situations immediately. To support this process, go-live workrooms have become an effective tool. A go-live workroom is a designated space where employees can receive real-time support as they transition to using the new system. Having experienced trainers on hand to answer questions, provide quick troubleshooting, and reinforce key training points creates a safety net that can prevent small issues from escalating into bigger problems. This proactive approach minimises downtime and user frustration, allowing the go-live phase to run more smoothly. Why Bespoke Training Material is More Effective than Off-the-Shelf Solutions Training materials that are specifically designed for an organisation’s processes and systems offer far more value than generic, off-the-shelf content. Bespoke materials capture the intricacies of a company’s workflows, industry requirements, and operational nuances, making them highly relevant to the users. This leads to greater engagement, as employees see the direct application of what they are learning to their daily responsibilities. In contrast, off-the-shelf materials often cover only the broad functions of a system without considering the specific ways it will be used within a given organisation. This can result in gaps in understanding, leaving employees ill-prepared to handle the unique demands of their roles. Tailored materials ensure that nothing is overlooked, making the training experience more comprehensive and impactful. Digital Agility and ROI: The Importance of Ongoing Training The research underpins the strong correlation between proper training and the successful realisation of returns on digital investments. A study conducted by Siphokazi Melamane in 2023, titled Assessing the impact of digital transformation on business performance in South Africa’s banking industry, examined how digital transformation affected the financial performance of traditional South African banks. The study revealed that in 2020, during the time of the pandemic, there was a significant increase in investment in digital technologies, rising from R19,474 billion in 2019 to R23,524 billion. However, the return on investment (ROI) during this time dropped sharply, from 6.18 in 2019 to a low of 2.59 in 2020. Despite the lower ROI in the initial year, by 2021, as employees became more familiar with the new systems and digital tools, the investment in technology decreased to R21,338 billion, but the ROI improved to 4.44. This suggests that while digital transformation requires significant upfront costs, the benefits are often realised over time as businesses and employees adapt to new processes. This data emphasises the importance of ongoing, comprehensive training in maximising the long-term success of digital transformation projects. It highlights that training is not a one-off event but a continuous process critical for improving digital agility and ensuring that organisations fully realise the benefits of their technological investments. The Correlation Between Training and Project Success The success of a system implementation project is closely tied to how well employees are trained. Research by Dagnew Gebrehiwot Giday and Elantheraiyan P. on training and employee performance found that well-executed training programmes significantly boost job commitment, productivity, and teamwork. The study concluded that the availability of tailored training resources and an accurate needs assessment play critical roles in enhancing employee performance during major organisational shifts like digital transformation. By investing in training that aligns with the specific needs of their employees and business, organisations can maximise the impact of their digital transformation efforts, ensuring that technology investments deliver sustainable, long-term benefits. Conclusion Effective training is essential for any organisation undergoing a digital transformation. Systems trainers offer specialised knowledge that goes beyond general training, helping employees overcome the complexities of new technology with confidence. The use of go-live workrooms ensures employees have support during critical rollout periods, while bespoke training materials capture the unique needs of the business, leading to greater engagement and better outcomes. Furthermore, research highlights the importance of ongoing training in driving digital agility and achieving higher ROI from technology investments. By prioritising tailored, system-specific training, organisations can ensure that their digital transformation initiatives not only succeed but continue to deliver value over time. Implementing Enterprise Resource Planning (ERP) systems requires effective training to ensure successful user adoption. We deliver tailored ERP System Training Solutions to equip your team with the skills and knowledge to leverage your ERP system fully. Contact us to learn how we can help your organisation with its digital transformation. Contact Us

September 17, 2024
The Change Journey – Reaching the Final Destination and Beyond

The Change Journey – Reaching the Final Destination and Beyond Written by Liezl Schulte Article 4 of 4 on our Change Management Methodology. Our previous article, The Journey to Change – Landing the Change, discussed the targeted upskilling phase, focusing on building conscious competence in preparation for the Go-Live stage. As we move forward, we enter the change journey’s final phase: achieving mastery. In this phase, the end-users transition from conscious competence, where they deliberately apply new skills, to unconscious competence, where these new skills become second nature. This stage marks the culmination of the change process but also serves as the foundation for continuous improvement. Achieving Mastery in the Business-As-Usual Domain Reaching the mastery phase means that end-users have successfully integrated the new processes or systems into their daily routines, performing tasks with minimal effort and maximum efficiency. This mastery occurs in the business-as-usual (BAU) environment, where the new way of working is fully internalised and sustained beyond the Go-Live stage. This is the desired end state, where change becomes embedded in the organisation’s culture, and the new way of working is fully internalised. During this phase, it is crucial to monitor the ongoing performance of the change initiatives and ensure that the gains made during the upskilling and Go-Live phases are sustained. Attention must be given to the BAU strategy, identifying who within the organisation will own and drive the ongoing success of the change post-Go-Live.  The focus shifts from active change management to fine-tuning and reinforcing the changes to prevent regression. Reinforcing Change To ensure that the change is fully embedded and sustainable, we must assess the impact and results of the activities undertaken in the previous phases. Key activities in this stage include: 1.Collecting and Analysing Feedback: Gathering feedback from employees and stakeholders is vital to understanding the real-world impact of the changes. This can be done through surveys, interviews, focus groups, and performance metrics. Analysing this feedback helps identify any gaps between the desired end state and the current reality, allowing for timely interventions. 2.Diagnosing Gaps: Once feedback is collected, it’s essential to diagnose any gaps that may exist between the expected outcomes and the actual results. This analysis helps pinpoint areas where additional support or adjustments may be needed to achieve full mastery. 3.Implementing Corrective Actions: Corrective actions should be implemented based on the identified gaps to address any shortcomings. This may involve additional training, process adjustments, or changes in communication strategies. The goal is to fine-tune the deliverables and ensure they are fully aligned with the organisation’s needs. 4.Iterating and Reiterating: Change is a dynamic process, and even in the mastery phase, it’s important to continue iterating on the approach. By continuously evaluating the effectiveness of the changes and making necessary adjustments, organisations can ensure that the new processes are deeply embedded into the business-as-usual (BAU) structures and processes. 5.Training for Sustainability: In this final phase, training efforts become more focused on hand-holding and post-Go-Live support. Special attention is given to equipping BAU stakeholders with the tools and templates needed for ongoing training material development. Ownership of the change must be clearly defined within the BAU framework, ensuring that designated individuals are responsible for sustaining and driving continuous improvements. This ensures that the organisation has the internal capability to sustain and build upon the changes in the long term. Celebrating Successes Achieving mastery is a significant milestone in the change journey and should be celebrated. Recognising and celebrating successes not only boosts morale but also reinforces the positive aspects of the change. Celebrations can take many forms, from formal recognition programs to informal team gatherings. The key is to acknowledge the hard work and dedication of everyone involved in making the change a success. Conclusion Reaching the mastery phase signifies that the organisation has successfully navigated the change journey, transitioning from old ways of working to a new, more efficient, and effective way of operating. However, it’s important to remember that this is not the final destination. Change is an ongoing process, and continuous improvement is essential to maintaining the gains achieved. A well-defined Business-As-Usual strategy is critical to ensuring that the change is not only maintained but also enhanced beyond Go-Live. This includes identifying ownership within the BAU environment, ensuring that those responsible continue to drive the change forward. As we conclude this series on our Change Management methodology, we encourage organisations to remain vigilant in monitoring the sustainability of the changes and to be proactive in making necessary adjustments. With the right approach, the change journey can lead to sustained excellence and long-term success. Working through organisational change can be challenging, but it can be managed effectively with the right support. With over 30 years of experience in change management, Can!do Consulting offers the expertise needed to guide your organisation through this process. Our proven methodologies and tailored approach ensure that your specific needs are addressed, facilitating a smooth and successful transition. 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The Role of Training in Effective Change Management

The Role of Training in Effective Change Management Written by Liezl Schulte Article 1 of 3 on the key elements of Effective Change Management Effective change management is crucial for organisations aiming to stay competitive and innovative. At the heart of successful change management lies a tripod of essential elements: change, communications, and training. Each of these elements plays a vital role in transitioning an organisation from its current state to a desired future state. In this first article of our three-part series, we focus on the pivotal role of training in effective change management. Training: A Cornerstone of Change Management Training is fundamental to equipping employees with the knowledge and skills to adapt to new systems, processes, and technologies. Effective training is not just about imparting information but facilitating a smooth transition and promoting a culture of continuous learning and improvement. Approaches to Training Effective training methodology should be tailored to meet each organisation’s unique needs. Training should be relevant, engaging, and accessible, ensuring that employees can confidently apply what they have learned daily. Here are the key components of an effective training approach: Content Creation: Training content needs to be practical and user-friendly. Comprehensive Quick Reference Guides (QRGs) and User Manuals can serve as invaluable resources for employees. These materials should be crafted with clarity and precision, providing step-by-step instructions and insights to help users easily navigate new systems and processes. Train the Trainer Programmes: Train the Trainer programmes can be an excellent solution for organisations looking to build internal training capabilities. These programmes equip internal trainers with the skills and knowledge to train their colleagues effectively. Empowering internal trainers ensures a sustainable approach to training and development. End-User Training: When it comes to training end-users, a hands-on approach is often most effective. Experienced trainers should work directly with employees, providing interactive and engaging training sessions. A variety of training methods, including workshops, webinars, and on-the-job training, can ensure that every participant gains a thorough understanding of the new systems and processes. The Significance of Effective Training Delivery The effectiveness of training delivery directly impacts the success of an organisation. Effective training delivery involves using diverse methods, such as classroom sessions, eLearning, and virtual training, to ensure employees gain essential skills and knowledge. Key factors for effective training delivery include: Engagement Through Relevant Content: Tailoring materials to the learner’s role enhances understanding and application. Ensuring that the training content is relevant to the specific roles and responsibilities of the learners can increase engagement and retention. Skilled Trainers: Experienced trainers create a supportive learning environment and ensure content is effectively communicated. Skilled trainers are adept at making complex information understandable and applicable. Interactive Learning Methods: Using activities and simulations promotes active participation and real-world skill application. Interactive learning methods help reinforce the material and make the training sessions more engaging. Flexible Delivery Options: Offer online, mobile, and microlearning options to accommodate diverse learning needs and schedules. Flexible delivery options, including Learning in the Flow of Work (LIFW), to ensure that training is accessible and convenient for all employees. Feedback Mechanisms: Regular feedback helps learners track progress and adjust learning strategies for better outcomes. Feedback mechanisms are crucial for continuous improvement and ensuring that training is effective. Global Reach and Expertise: Training services can be effective regardless of geography. With extensive experience working in diverse environments, trainers should be adept at understanding and addressing the unique challenges faced by organisations in different cultural and operational contexts. Training programmes should be customised to suit local needs, ensuring relevance and effectiveness. Comprehensive Training Delivery Options Training delivery solutions should be designed to be engaging, interactive, and practical, catering to different learning preferences and organisational needs. Key methods used to deliver training can include: Classroom-Based Instructor-Led Training: Classroom sessions should go beyond traditional lectures. Expert instructors can engage participants with interactive, practical exercises, allowing them to practice real-life scenarios in a safe environment. This builds both confidence and practical skills essential for effective system use. Virtual Instructor-Led Training: Virtual courses can bring the classroom experience to teams, regardless of their location. These online sessions should be designed to be interactive and immersive, ensuring that remote learners receive the same quality of instruction as those in physical classrooms. Go-Live Workshops: These critical sessions prepare teams for system go-live. By focusing on the most crucial processes and users just before and during go-live, potential risks can be addressed to ensure a smooth transition, minimising disruptions and maximising efficiency. Digital Adoption Platform (DAP) Solutions: DAP tools can ensure rapid and widespread user adoption of new systems, particularly within the framework of Learning in the Flow of Work (LIFW). DAP tools overlay live systems to guide users through processes, enhancing proficiency and adoption rates. Conclusion Training is a critical component of effective change management. By leveraging tailored training solutions, skilled trainers, and advanced tools, organisations can ensure successful user adoption and smooth transitions during times of change. Stay tuned for the next article in our series, where we will delve into the role of communications in effective change management. Feel free to reach out to us for more information about our training services and how we can support your organisation. Contact Us

The Journey to Change – Landing  the Change

The Journey to Change – Landing the Change Written by Liezl Schulte Article 3 of 4 on our Change Management methodology. In our previous article, The Journey to Change – Lifting Off, we explored the engagement phase, focusing on the emotional journey of employees and the essential activities for implementing change plans. As we progress, we enter the targeted phase of upskilling, where the objective is to build conscious competence. This phase includes testing, relearning, and boosting confidence to ensure a successful Go-Live. Understanding Emotions in the Upskilling Phase During the upskilling phase, employees transition from conscious incompetence—where they are aware of their skill gaps—to conscious competence, where they actively work to fill these gaps. This phase is critical as it involves continuous learning and reinforcement of the new skills. Employees may experience a mix of emotions, from apprehension about their ability to master new tasks to a growing sense of accomplishment as they develop new competencies. Recognising and addressing these emotions is crucial. Organisations must provide a supportive environment that encourages learning and celebrates progress, helping employees build the confidence needed to go live. Continuing and Reinforcing Engagement Activities The targeted upskilling phase builds on the activities initiated during the engagement phase. Ensuring ongoing support from sponsors and key stakeholders is vital, as their active involvement helps maintain momentum and demonstrates the organisation’s commitment to the change. At the same time, continued coaching for executives and line managers is crucial, empowering these leaders to guide their teams effectively and ensuring consistent support and alignment with the change objectives. Clear, consistent, and transparent communication remains a priority, with regular updates and feedback helping to address concerns, provide clarity, and build trust among employees. Leveraging the internal network of change agents continues to be beneficial, as these advocates facilitate communication, provide insights, and address issues, ensuring a smooth transition, while comprehensive and ongoing training programmes, including workshops, e-learning modules, and hands-on training sessions tailored to different learning styles and expertise levels within the organisation, remain essential. Building Conscious Competence The targeted upskilling phase is designed to prepare employees for the Go-Live stage by building conscious competence. This involves: Testing: Implementing testing procedures to ensure employees are adequately prepared for their new roles. This can include simulations, practical assessments, and feedback sessions. Relearning: Encouraging continuous learning and relearning to reinforce new skills and knowledge. Providing opportunities for practice and improvement helps solidify these competencies. Boosting Confidence: Creating an environment that supports and celebrates achievements. Recognising and rewarding progress boosts employee confidence and motivation. Go-Live and Setting Up for Mastery Arriving at Go-Live means that the users have successfully moved from unconscious incompetence to conscious competence.. It’s important to note that Go-Live doesn’t mean mastery yet. This stage of the change journey is, in many ways, only the beginning and not the final destination. The users will still require a lot of support and all the training materials and tools will still be crucial to support them during Go-Live. Go-Live sets the foundation for the road to mastery, which translates to users performing the required actions rapidly as it becomes second nature to them and requires no to very little support while using the new system. Conclusion The targeted upskilling phase is crucial for building the conscious competence needed for a successful Go-Live. By continuing and reinforcing engagement activities, providing robust training and support, and managing resistance, organisations can ensure a smooth transition. With employees equipped with the necessary skills and confidence, the organisation is well-prepared to move into the final phase of the change journey—mastery. In our next article, we will delve into this phase, exploring the strategies that lead to sustained excellence and continuous improvement. Navigating organisational change can be challenging, but it can be managed effectively with the right support. With over 30 years of experience in change management, Can!do Consulting offers the expertise needed to guide your organisation through this process. Our proven methodologies and tailored approach ensure that your specific needs are addressed, facilitating a smooth and successful transition. Partner with us to leverage our experience and help your organisation adapt and thrive. Contact Can!do Consulting to learn more about our change management services. Contact Us

The Journey to Change – Lifting Off

The Journey to Change Written by Liezl Schulte Article 2 of 4 on our Change Management methodology. In our previous article, The Journey to Change – Preparing for Lift-Off, we discussed the initial steps in the journey to change, focusing on the comprehensive analysis and preparation required for a successful transition. As we move forward, we enter the engagement phase—a crucial period where the organisation starts implementing its change plans. Understanding Employee Emotions During this engagement phase, it’s vital to acknowledge employees’ emotional journey. As they move from unconscious incompetence to conscious incompetence, employees become aware of the gaps in their knowledge and skills. This realisation can evoke a range of emotions, including uncertainty. For stakeholders driving the change, this phase is about active engagement. However, for those experiencing the change, it is often perceived as a phase of doubt. Employees may initially encounter fear as they face the unknown, followed by anger as they grapple with the disruption of their routines. This can lead to resistance, where individuals may struggle against the change. It’s only after navigating through these challenging emotions that acceptance and, eventually, openness to the new way of working can emerge. The primary objective in this phase is to minimise the depth and duration of this disruption. By doing so, organisations can ensure a smoother and more effective transition. Planning the Change & Managing Change In the engagement phase, the plans developed during the preparation phase are put into action. Key activities include: Stakeholder Management (Sponsorship): Effective stakeholder management involves ensuring that sponsors and key stakeholders are actively engaged and supportive of the change. This support is crucial for building momentum and maintaining commitment throughout the organisation. Coaching: Empowering executives and line managers to lead the change is essential. Through coaching, these leaders are equipped with the tools and knowledge to communicate effectively, guide their teams, and provide the necessary support during the transition. Crafting and Delivering Communications: Clear and consistent communication is vital during this phase. Crafting messages that resonate with various stakeholders and delivering them effectively helps address concerns, reduce uncertainty, and build trust. Engaging with Internal Change Agent Network (CAN): Leveraging a network of change agents within the organisation can significantly enhance the change process. These individuals act as advocates for the change, providing insights, addressing issues, and facilitating communication between different levels of the organisation. Training & Support: Comprehensive training programmes are implemented to equip employees with the skills and knowledge they need to succeed in their new roles. Providing ongoing support through workshops, e-learning modules, and hands-on training ensures that employees feel confident and capable during the transition. Resistance Management: Identifying and addressing resistance is a critical component of the engagement phase. By understanding the root causes of resistance and implementing strategies to mitigate it, organisations can encourage a more positive attitude towards the change. Conclusion As the engagement phase progresses, continuous monitoring and adaptation are essential to ensure the change initiatives remain on track. Organisations can reduce the depth and time of disruption by effectively managing stakeholder involvement, providing robust training and support, and proactively addressing resistance. With the engagement phase complete, the organisation is well-prepared for the targeted upskilling phase, setting the stage for a successful go-live. In our next article, we will delve into this phase, exploring the strategies that prepare your organisation for the final stages of the change journey. Navigating organisational change can be challenging, but it can be managed effectively with the right support. With over 30 years of experience in change management, Can!do Consulting offers the expertise needed to guide your organisation through this process. Our proven methodologies and tailored approach ensure that your specific needs are addressed, facilitating a smooth and successful transition. Partner with us to leverage our experience and help your organisation adapt and thrive. Contact Can!do Consulting today to learn more about our change management services. Contact Us

The Key Events and Measurement Strategies for Enhanced ERP Training

The Key Events and Measurement Strategies for Enhanced ERP Training Written by Lyndsey Martin The Key Events and Measurement Strategies for Enhanced ERP Training Considering the fast-paced developments in the business environment, training is not a one-off event but an ongoing necessity, especially for Enterprise Resource Planning (ERP) systems. Effective ERP training ensures that employees are proficient and confident in their roles, contributing to the organisation’s overall efficiency and success. Below, we outline key instances where ERP training is essential and why measuring its effectiveness is crucial. When to Implement ERP Training Implementing ERP training at the right times is crucial for ensuring that employees are well-prepared to handle new systems and updates. Whether adopting new technologies, onboarding new employees, or upgrading existing systems, timely training supports seamless integration and optimised use of ERP solutions. Migrating to Cloud-Based ERP Systems for the First Time Transitioning to a cloud-based ERP system represents a significant operational shift. Comprehensive training is required to familiarise employees with new processes, functionalities, and best practices. Proper training during this phase ensures a smooth transition and minimises disruptions to business operations. Adopting New ERP Systems Implementing a completely new ERP system necessitates extensive training. Employees need to understand the new system’s capabilities and differences from previous systems. This training helps minimise resistance and ensures users can leverage the new system effectively from the outset. Significant Changes to Current ERP Systems Upgrades or major modifications to an existing ERP system necessitate additional training. Employees must be updated on new features, changes in workflows, and any new processes introduced. Keeping staff informed and proficient with the latest system updates helps maintain productivity and reduce errors. Onboarding New Employees Introducing new employees to the organisation’s ERP system during onboarding ensures they quickly become productive team members. Comprehensive training helps standardise ERP system use across the organisation. Departmental Transfers or Promotions Career advancements or departmental transfers often require employees to use the ERP system in new ways. Training tailored to their new roles ensures they understand specific functionalities and processes relevant to their positions, maintaining operational continuity and effectiveness. The Importance of Measuring Training Effectiveness Measuring the effectiveness of training programmes is fundamental for several reasons: Ensuring Learning Outcomes: The primary goal is to ensure ERP system training achieves its objectives. Measuring effectiveness determines if participants gain the necessary knowledge, skills, and competencies to use the ERP system effectively. Enhancing Training Design: Feedback from effectiveness measurements guides the design of ERP system training. This feedback is used to tailor content, delivery methods, and activities, ensuring they meet participants’ needs and enhance engagement and retention. Supporting Decision-Making: Data on training effectiveness informs strategic decisions. It helps allocate resources effectively, prioritise development areas, and align training strategies with organisational needs and ERP system requirements. Identifying Areas for Improvement: Evaluating training effectiveness helps identify areas where participants may need additional support or where training materials can be improved. This allows for continuous refinement to ensure training programmes remain effective. Demonstrating ROI: ERP system training represents a significant investment. Measuring effectiveness helps demonstrate the value of this investment by showing improvements in operational efficiency, error reduction, and user satisfaction. Driving Continuous Improvement: By consistently measuring and analysing training effectiveness, organisations can promote a culture of ongoing enhancement. This approach ensures responsiveness to industry changes and maintains a high standard of excellence in ERP system training. How to Measure the Impact of Training Delivery Measuring the impact of training delivery involves key metrics such as training completion rates, user satisfaction scores, and performance improvements post-training. Monitoring completion rates tracks employee engagement and participation, while satisfaction scores from participant feedback assess the quality and relevance of the training content. Evaluating post-training performance improvements measures how effectively training enhances employee productivity. Together, these metrics enable organisations to continuously refine their training efforts, ensuring they meet organisational goals and support employee development. Our Approach to ERP Training At Can!do Consulting, we begin our ERP training process with thorough Change Impact Assessments (CIA) and Training Needs Analysis (TNA). We continuously measure our training activities to ensure effective delivery. These initial steps identify specific training needs and potential challenges unique to your organisation, while our ongoing evaluations ensure optimal performance. Change Impact Assessments (CIA) We evaluate how upcoming changes will affect different areas of the organisation. Understanding the scale and scope of these impacts allows us to tailor our training programmes effectively. Training Needs Analysis (TNA) Through TNAs, we identify employees’ knowledge and skills gaps. This analysis informs the development of targeted training programmes aligned with workforce roles and responsibilities. Analysing and Measuring Training We analyse and measure the effectiveness of our training programmes as an integral part of our approach. By collecting data and feedback, we continuously refine and improve our training content and delivery methods, ensuring our training remains effective, relevant, and aligned with your organisational goals. Conclusion For an organisation’s C-suite and high-level management, understanding that training should be an ongoing focus, especially with ERP systems, is crucial. Given the rapid developments in these systems, regular and continuous training is essential and should be reflected in the organisation’s planning and budgets. At Can!do Consulting, we offer comprehensive ERP training solutions tailored to your specific needs. Our approach ensures that your employees are well-prepared and your organisation remains agile and efficient. Partner with us to leverage our expertise and enhance your ERP training programmes. Contact Can!do Consulting to learn more about our training services and how we can help your organisation thrive. Contact Us

The Significance and Challenges of Translating Training Materials

The Significance and Challenges of Translating Training Materials Written by Lyndsey Martin In the constantly changing landscape of global business, transmitting knowledge and skills across diverse linguistic and cultural boundaries is more crucial than ever. The translation of training materials plays a vital role in ensuring that every employee, regardless of their background, can access and understand essential information. Let’s explore the importance and complexities of this essential and challenging process. Bridging the Divide: As organisations expand their operations globally, they encounter the complex web of languages and cultures that define our interconnected world. Training materials are crucial for sharing knowledge and empowering employees to perform effectively. However, language barriers can hinder comprehension and engagement. By translating training materials into multiple languages, companies can break down these barriers, promote inclusivity, and ensure that every member of the workforce has equal access to learning opportunities. The Challenge of Quality: While the translation of training materials holds immense potential, it also presents significant challenges. Maintaining the integrity and accuracy of content across languages is paramount to the effectiveness of training programmes. Ensuring rigorous quality assurance in the translation process is crucial to maintaining high standards of accuracy and clarity and empowering employees with reliable and consistent information. Tailoring to Diversity: Translating training materials involves a systematic approach that addresses various challenges while ensuring the highest standards of quality and effectiveness. A comprehensive solution model should integrate industry best practices with cutting-edge technology to deliver tailored and impactful training content. Recognising that one size does not fit all, it is important to consider cultural nuances, regional preferences, and industry-specific terminology to ensure that content resonates with diverse audiences. This commitment to customisation and adaptation can be enhanced through an AI-powered translation hub, which expedites the translation process while maintaining precision and fidelity. Thorough quality assurance checks are necessary to ensure alignment with the intended message and objectives. Access and Accessibility: In an increasingly digital world, accessibility is paramount. Employees must be able to access training materials seamlessly, regardless of their location or language proficiency. Leveraging cutting-edge technology ensures that training materials are accessible in multiple languages and formats. A user-friendly platform that facilitates easy navigation empowers employees to engage with training content effortlessly. Empowering Stakeholders: Effective translation extends beyond linguistic accuracy; it encompasses the alignment of content with organisational goals and objectives. Involving key stakeholders throughout the translation process ensures that their input and feedback are integrated seamlessly. From the business process owner signing off on the final materials to the publication of multilingual training content, every step should be guided by a commitment to excellence and collaboration. Driving Global Success: In the highly competitive business environment, success hinges on the ability to adapt and innovate. By investing in the translation of training materials, organisations position themselves for global success. Empowering employees with the knowledge and skills they need to excel in diverse contexts facilitates the expansion of businesses into new markets and territories. A holistic approach to translation ensures that training materials resonate with audiences worldwide, driving growth and profitability. In conclusion, the translation of training materials represents a strategic imperative for organisations seeking to thrive in a globalised world. By addressing the complexities and challenges inherent in this process, businesses can unlock the full potential of their workforce and achieve sustainable success on a global scale. For tailored and impactful translation solutions to drive your global training objectives, contact Can!do Consulting today. Using SAP Enable Now, we can rapidly translate training materials into 44 languages, whether the content is existing or needs to be developed. This approach can assist clients who are implementing global projects that service diverse multilingual end-users, helping them save costs and house all training material in one place while using a single tool to do all translations, from Mandarin to Chilean Spanish. Contact Us

The Journey to Change – Preparing for Lift-off

The Journey to Change – Preparing for Lift-off Editor Article 1 of 4 on our Change Management methodology. In our fast-paced business environment, change is both necessary and constant. Change is inevitable whether it involves implementing new technologies, restructuring processes, or adapting to market shifts. However, navigating this terrain is not always smooth sailing. Change often meets resistance as it disrupts the familiar and comfortable, introducing uncertainty. This resistance stems from what psychologists term “unconscious incompetence”—the stage where individuals are unaware of what they don’t know yet. Analysing and Preparing for Change The journey to successful change begins with a comprehensive analysis and understanding of the organisation’s environment. This involves a deep dive into the company’s culture, stakeholder dynamics, and current business practices to identify what is working and what needs improvement. This foundational analysis is crucial as it sets the stage for all subsequent actions. During this phase, one of the primary tools used is the Change Impact Assessment (CIA). The CIA evaluates the scale, scope, and nature of the upcoming change, as well as its potential impacts across various facets of the organisation. This assessment helps in identifying the areas most likely to be affected and the degree of change required, allowing for targeted planning and intervention. Developing Change Communication and Training Plans Once the analysis clearly identifies the organisation’s landscape and the potential impacts of the change, the next step is to develop comprehensive change communication and training plans. Effective communication is paramount in this stage. It involves crafting clear, consistent, and compelling messages that articulate the vision, benefits, and rationale behind the change. These messages must be tailored to address the concerns and needs of various stakeholders within the organisation. This tailored approach ensures that everyone, from senior leadership to front-line employees, understands the change and feels included in the process. Simultaneously, robust training programs are developed to equip employees with the necessary skills and knowledge to navigate the change effectively. These programs are designed to address different learning styles and levels of expertise within the organisation. By providing hands-on training sessions, workshops, and e-learning modules, employees can build competence and confidence in their new roles and responsibilities. Engagement and Collaboration With the groundwork laid, the engagement can phase begin. This phase is characterised by active involvement and collaboration with key stakeholders across the organisation. This collaborative approach ensures that the change process is inclusive and that feedback from various levels of the organisation is incorporated into the planning and implementation stages. During this phase, it’s crucial to establish change champions within the organisation. These individuals are influential employees who support the change and can help motivate and guide their colleagues through the transition. Change champions play a vital role in reinforcing positive attitudes and behaviours, addressing concerns, and providing support where needed. Monitoring and Adapting As the change process unfolds, continuous monitoring and adaptation are essential. Regular check-ins and feedback loops help in assessing the progress and effectiveness of the change initiatives. This real-time feedback allows for adjustments to be made promptly, ensuring that the change remains on track and any emerging issues are addressed swiftly. Using key performance indicators (KPIs) and other metrics, the impact of the change is measured to ensure it meets the desired outcomes. This data-driven approach helps in making informed decisions and sustaining momentum throughout the change process. Conclusion The process of change is inherently complex and requires meticulous planning, diligent execution, and unwavering commitment. By starting with a thorough analysis and preparing detailed communication and training plans, organisations can lay a solid foundation for successful change. Engaging stakeholders collaboratively and maintaining flexibility through continuous monitoring ensures that the organisation is well-prepared to navigate the challenges of change. Through these strategic steps, organisations can achieve meaningful and lasting transformation. Navigating organisational change can be challenging, but with the right support, it can be managed effectively. With over 30 years of experience in change management, Can!do Consulting offers the expertise needed to guide your organisation through this process. Our proven methodologies and tailored approach ensure that your specific needs are addressed, facilitating a smooth and successful transition. Partner with us to leverage our experience and help your organisation adapt and thrive. Contact Can!do Consulting today to learn more about our change management services. Contact Us