Employee training can be a challenging task, to say the least. As we work with companies to help better prepare their resources for the roles and responsibilities of Decision Management we focus on 4 areas of preparation: software training, organizational training, process training and governance training.
Software training
Software training is perhaps the most critical of resource preparation tasks. Yet all-too-often we see the training process conclude once software training is complete. Resources are sent out into the world of Decision Management with knowledge of the software, yet struggle to perform the day-to-day tasks required of them.
The issue is that although software training is critical, it does not fully prepare a resource for a successful role in Decision Management adoption. Resources quickly become frustrated leading to a loss of support and momentum necessary for success. In short, there is a difference between knowing how to use software, and knowing how to use software to perform your job. More is needed.
Organizational training
Decision Management is more than a technology; it is a way of doing business. It requires new ways of thinking, new roles and new responsibilities in both the IT and business functions. Its impact extends beyond the boundaries of a traditional technology implementation. It therefore makes sense that successful Decision Management adoption requires dedicated resource training and preparation to mitigate organizational impacts.
Process training
Process changes are characteristic of Decision Management adoption, and both the IT and business functions should be educated accordingly.
On the business side resources must be familiar with concepts that exemplify a traditional software development process. They must be comfortable performing analysis, development, testing and deployment, as well as understanding how these tasks relate to development, test, qa and production environments.
On the IT side resources must be familiar with accelerated deployment paths that exemplify Decision Management implementations. Decision Management life-cycles generally have accelerated paths that enable agility and flexibility, and IT must be comfortable in an enabling role for the business.
Governance training
Too little or too much governance has the same result: lack of confidence, lack of dedication, lack of support and ultimately loss of momentum. Yet many Decision Management governance initiatives are not balanced to best support the adoption process. Resource education plays a major role in getting governance right. Resources must understand committee member roles, responsibilities, stakeholders and accountability. Without effective governance education resources stray from "getting it done right" to simply "getting it done".
Summary
Overcoming these challenges certainly requires deeper effort than what can be expressed in a few paragraphs; however a focus on these four areas can go a long way toward best preparing your resources for successful roles in your Decision Management initiative.
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