The complexities inherent in Kronos training are often ignored. Training can be seen as a small part of project implementation, not requiring much attention. Organizations can forget the importance of training and that training invests in one of their most valuable resources: the workforce. Maximizing the potential and skills of your employees can optimize all other aspects of your organization. The minimized value placed on training is not the only misconception associated with Kronos training. Here are the top three most common reasons organizations end up doing Kronos Training the wrong way.
- Training is not Change Management.
Training equips employees and streamlines processes; it does not organize or manage organizational change. Change management involves management of the overarching affects of a project on a corporation, making sure that any occurring change does not create internal chaos. Often, organizations believe that training their employees will automatically create acceptance and adoption for new projects. Unfortunately, this is not the case. There are many external factors that can affect adoption, including communication, budget, and project management. Training will equip employees to use an application successfully, but it will not lessen the impact of organizational change.
- After completing a Gap Analysis and discovery, the training will not just take care of itself.
Kronos training should be designed and built using a training plan. In order to develop a customized training plan, an organization must put a significant amount of time and energy into deciding what their needs, goals, resources and purposes are for their Kronos application. Training is best utilized when it is customized to the specific needs of the organization. Employees should be trained only on what they need to know and nothing else, saving time and resources. Training discovery is a necessary step in the project life cycle because it gives an organization time to design a customized training plan.
- Training should be a main consideration, NOT separate from the overall project.
When considering a Kronos implementation, training is often not part of the initial discovery process. Training is considered part of the implementation, but is not given the amount of attention it deserves during discovery. Issues surrounding Kronos Workforce Management training need to be taken into account during implementation discovery, the first stage of the project life cycle. Training should be added to the project timeline, adequately budgeted for, and specifically customized for the Kronos application being installed or updated. A Kronos Consultant can dig into your system, review configurations, and confirm you are implementing the best application for you. He or she can also help ensure you are getting the most out of your Kronos application, and by extension, your Kronos training. If training is discussed and planned for in the early stages, it will more adequately define and present the information required in a more efficient way.
- One Employee who knows Kronos is not Enough…Train backup administrators
There is a reason for the saying, “Do not put all your eggs in one basket.” Kronos Workforce Central can seem very intimidating, especially for those who have never worked with it before. Sometimes an organization will invest in one employee to serve as the system administrator, the one employee who understands all the in’s and out’s of the Workforce Central application. If that employee decides to move on, it creates quite the predicament for the entire organization. It is essential that all employees using Kronos Workforce Central be trained for it. All Kronos users should know and understand:
-How to use Kronos on a day-to-day basis
-How to know if the Kronos system is functioning properly
-Who to contact if there is a problem with the system
-Where to find the daily Kronos reports
Training backup administrators to use Kronos Workforce Central will prevent panic later on when the only “Kronos Guru” decides to move on.