What Kronos Training will NOT do for your Organization
Director of Business Development
Apr 06, 2015
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While a properly executed Kronos training plan can increase user adoption, ROI, and user adoption, there are some areas where it is unrealistic to expect improvement. Although there are many positive results that come from a strategic Kronos training, there are aspects of a successful implementation that training will not manage. What are they?
It is the organization’s responsibility to make sure the Kronos application chosen is the correct application for their needs. If an application that does not meet organizational goals is chosen, no amount of training will be able to compensate. Before developing a strategy and a training plan, it is crucial to spend an adequate amount of time in the implementation discovery phase; researching and deciding what applications are the correct fit according to the needs or goals of the organization. Training should be designed to supplement the correct application, not to force users to adopt an inefficient workflow to use an application that simply wasn't the right choice for the organization.
Motivation must come from areas other than training. Communication before and during a project is vital. Dan Ariely, author of Predictably Irrational, speaks to motivation, saying that people or employees are not motivated by money or happiness.
Instead, they are motivated by the why behind the project as well as progress and acknowledgement. When people feel their input or work is futile, they are not motivated. In order to motivate your employees you must explain the benefits of the application, both for the organization as well as the employees themselves. People will be more engaged by the “why we do things” then by the “what we are doing.” Also, make sure to acknowledge the efforts of your employee. Acknowledge the time and effort they are putting into learning new skills and the effort they put into their job.
Change management is the process of developing a strategic approach of how to best implement change into an organization. It looks at every aspect of organizational change, including culture, finances, and the technical impact. Instead of focusing solely on the project itself, change management looks at the organization as a puzzle and tries to understand how the new pieces will best fit in with what already exists. The objective is to maximize benefits for all stakeholders and minimize overall risk. Change management is mostly used in reference to human aspects of change, meaning it is closely tied to industrial psychology. Although a significant part of most projects, training will not effectively provide change management. Training can aid in conditioning employees to effectively use a new system, but will not control or manage changes throughout the organization.
Project success does not fully hinge on the training process. In fact, training can actually ruin a successful project. If not executed properly, training can become more of a hindrance then an advantage. If not planned strategically, training can educate employees on unnecessary subjects, waste company resources, and bring down the adoption of the application by employees. Training will not cover up poor discovery or incompetent project management. In order for a project to be successful, every step of the project life cycle must be taken into account.
From the start of an enterprise Kronos implementation, training should be considered and valued. However, placing unrealistic expectations on training will leave gaps in the implementation. If you are in the beginning phases of a Kronos implementation, now is the time to start considering how your organization will implement training into the overall strategy. Improvizations' Training Specialists can be an extremely valuable resource during this process. If you would like to connect with an Improvizations' Training Specialist for a Kronos Training consultation, click the button below.