ERP training, and how to train the trainer

Practical ERP training is never cheap, but getting the approach right lets you minimize costs while maximizing effectiveness. Two groups typically need training: the implementation team and the end-users.

Don't rely entirely on your system integrator

When one of the large system integrators (SIs) such as Deloitte, Accenture, Capgemini, etc is contracted to support the project, you can reasonably expect their consultants to be trained and experienced, though that is not always the case.

Regardless of system size and whether or not you're using an SI, your implementation team needs thorough training across all aspects of the software. Some companies assume that, where an SI is involved, only end-users need training.

Experience suggests otherwise.

Without sufficient internal knowledge, your team cannot effectively monitor progress, evaluate challenges, or properly assess the decisions being made on their behalf.

Companies tempted to take this shortcut should consider the Lidl case, where the retailer spent over half a billion dollars on a new system before concluding it would not work for them.

With Tier 2 and Tier 3 systems, SIs are often not involved due to cost. In those cases, the implementation team typically consists of the vendor's consultants, the customer's internal project team, and ideally, an independent consultant to help define what the system should do and how to achieve it.

Recommended free download: The definitive guide to ERP consultants

When to start end-user training

When system design and configuration are complete and thorough testing (both software and procedures) has been performed, end-user training can commence.

Vendor or SI consultants can deliver this training and, where internal resources are limited, may be the only viable option.

The case for in-house ERP trainers

That said,  companies have good reasons to consider a train-the-trainer approach, at least in part

• Preparing to train builds genuine expertise: Putting together and delivering a training course is one of the most effective ways to become an expert in the subject matter. It encourages people to look below the surface because nobody wants to be caught short when users ask unexpected questions, and users who don't get clear answers find it harder to trust what they have been told.
• Your people speak the right language: A company's staff are best placed to explain things to people using their language, including company jargon and industry terms that might not be known to external consultants. This saves time, reduces the risk of misunderstandings and gives users more confidence in the training itself. If end-users sense that a consultant does not clearly understand how the business operates, it becomes harder for them to trust the system that the consultant is presenting.
• Internal trainers know their audience: Similarly, colleagues know who needs extra time and encouragement, and who can work through material at their own pace. External consultants rarely arrive with that kind of knowledge. 
• It creates lasting support: Users trained by their colleague(s) find it easier to ask follow-up questions later. This is something that matters long after external consultants have left, taking their working knowledge with them.
• It protects the training budget: Lastly, internal trainers cost less than external ones. When ERP project costs start to climb, training is often the first line item to be cut. Project leads begin questioning whether users really need all the scheduled time, whether practice sessions are worth keeping, and reassuring themselves that people learn best by doing. Relying on internal resources removes much of that temptation.

Choosing the right people to train

As we reach the end of this article, here's another important caveat:

Not everyone has the qualities to train others well.

Subject matter knowledge alone is not enough; effective ERP trainers need patience, empathy and the ability to pace sessions so that users can keep up. Some will push through material too quickly; others may struggle when users ask questions they had not prepared for.

Final thoughts

Sending potential trainers on courses can help develop these skills, but some of your most technically capable people will simply not be your most effective trainers. It is worth acknowledging that the people who led the implementation will not always be the right people to lead the training.

Nevertheless, developing training skills in-house bodes well for the future, when users need to be retrained to cope with new releases of the software and changing business requirements.