TRAINING & CHANGE MODELS FOR EDRMS
What’s passing and failing?
Providing Keys to Success
DEMOGRAPHICS
Industry Profile
Non-Government
59% Government
41%
Services
17% Federal / State
23%
Education
8% Local
Electricity, Gas,
Water & Waste
7%
Primary Industry
6%
Manufacturing
3%
Logistics
2%
Other
16%
18%
Distribution of Respondents
2%
13%
New Zealand – 6%
Other – 7%
11%
7%
4%
19%
4%
29%
Size of Rollout
38%
30%
15%
12%
4%
<200
<500
<1000
<5000
<10000
0%
1%
<20000
>20000
Post Implementation Assessment
75% of completed
implementations were
judged a success by
the respondents
THE SIMPLE FACTS
Organisations with:
• Larger training & change budgets
• A previous history of EDRMS attempts
• Mature recordkeeping practices pre-implementation
Achieved Superior Success Rates
PLAN
Composition of Project Team
Team Composition
Project Success
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Project Manager Record Manager
IT Person
IT Manager
EDRMS
Manager
Change
Manager
L&D/ Training
Manager
Business
Representative
Experience of Project Manager
Success rate of project based on
previous rollout experience of
project manager
92% - EDRMS
rollout experience
85% - No rollout
experience
50% - Software
rollout experience
Importance of Communication Plans
100%
Success Rate
80%
17%
Non-specialist
Specialist
No communications
Strategy
Did you have a defined Communications Goal?
Success Rate
Yes • 90%
No • 39%
ENGAGE
Sponsors Belief
Believe Success Rate
Disbelieve Success Rate
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
ZERO
0%
Will improve Productivity
Importance of RM
Training
Will reduce Risk
Change Management is
important
Necessary for
Compliance
Stakeholders Belief
Believe Success Rate
Disbelieve Success Rate
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Good Practices will be
Rewarded
Good for Organisation
They have Skills &
Knowledge
Good for Them
Have Authority to
Implement
Change Techniques
Change Techniques Used
Project Success
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Multi-channel
communication
User support
program
Change
management
training
Change/training
integration
User
empowerment
Performance
management
Rewards program
Communication Mediums
Two way
channels
Communications Mediums Used
100.00%
90.00%
80.00%
One way
channels
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Project Success
Campaigns
TEACH
Training Plan Effectiveness
Included in Plan
Project success
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Records team enduser use
Superusers training
Floor walking
Change champions Post-training file plan
meetings
End User Modes of Learning
Training Inclusions
Success Rate
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Half day hands- Full day hands-on
Training
on training
training
manuals/quick
guides
Intranet
Resources
Presentation
training
eLearning
Experience of Trainers
Effect of prior experience in
EDRMS and training delivery
on success rate of project
50% No
EDRMS
Experience
14% No
Training
Delivery
81%
Training
Delivery
86%
EDRMS
Experience
EMBED
Ongoing Support Model
Ongoing Support Model
Success Rate
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Refresher training
Help Guides
Help Desk
Superusers
eLearning
Planned
Consultations
Business analyst
Retro-fitting strategy
Change
management
strategy
Training strategy
External consultants
(vendor)
Communications
strategy
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
External consultants
(non-vendor)
Success if prior
Closing the shared
drive
Pilot programme
Retro-fitting Strategy
Change
management
strategy
Training strategy
External consultants
(vendor)
Communications
strategy
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
External consultants
(non-vendor)
Success if prior
Success if post
Closing the shared
drive
Pilot programme
MEASURE
Measuring is Concurrent with Success
Key Findings
1. Experience makes a difference
2. Disbelief foretells doom
3. Success demands business involvement
4. User options underpin success
5. Have purpose, Design in detail
The Presenters
•
Kevin Dwyer is a Change Management professional with
•
Michelle Linton is a Learning & Development Manager
more than 30 years’ experience in the planning, design and
with 24 years’ experience in the planning, design and
delivery of change management programs. Since the
delivery of training programs. Michelle has developed and
establishment of Change Factory in 2001 he has been
delivered innovative, outcome focused EDRMS training for
involved in a diverse range of projects ranging from re-
over 30 government and private organisations since 2005.
engineering processes to reduce risk to creating and
Michelle’s pragmatic approach to learning strategies
revising performance management systems. He
leading to application adoption has been enthusiastically
commenced working in EDRMS projects in 2009 as a
welcomed by the industry. Linked Training is the training
partner in the REX project which was awarded the J. Eddis
partner in the REX project which was awarded the J. Eddis
Linton Award for Excellence – Most Outstanding Group in
Linton Award for Excellence – Most Outstanding Group in
2010.
2010.
•
Kevin can be contacted on:
•
Michelle can be contacted on:
•
0408 508 490 or Kevin.Dwyer@ChangeFactory.com.au
•
02 8824 4677 or Michelle@LinkedTraining.com.au
•
www.ChangeFactory.com.au
•
www.LinkedTraining.com.au