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TRAINING & CHANGE MODELS FOR EDRMS What’s passing and failing?

TRAINING & CHANGE MODELS FOR EDRMS What’s passing and failing?. Providing Keys to Success. Demographics. Industry Profile. Distribution of Respondents. 2%. 13%. New Zealand – 6% Other – 7%. 11%. 4%. 29%. 7%. 19%. 4%. Size of Rollout. Post Implementation Assessment. 75%.

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TRAINING & CHANGE MODELS FOR EDRMS What’s passing and failing?

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  1. TRAINING & CHANGE MODELS FOR EDRMS What’s passing and failing?

  2. Providing Keys to Success

  3. Demographics

  4. Industry Profile

  5. Distribution of Respondents 2% 13% New Zealand – 6% Other – 7% 11% 4% 29% 7% 19% 4%

  6. Size of Rollout

  7. Post Implementation Assessment 75% 75% of completed implementations were judged a success by the respondents

  8. The Simple facts

  9. Organisations with: • Larger training & change budgets • A previous history of EDRMS attempts • Mature recordkeeping practices pre-implementation Achieved Superior Success Rates

  10. PLAN

  11. Composition of Project Team

  12. Experience of Project Manager Success rate of project based on previous rollout experience of project manager

  13. Importance of Communication Plans

  14. Did you have a defined Communications Goal? Success Rate

  15. ENGAGE

  16. Sponsors Belief ZERO

  17. Stakeholders Belief

  18. Change Techniques

  19. Communication Mediums Campaigns Two way channels One way channels

  20. TEACH

  21. Training Plan Effectiveness

  22. End User Modes of Learning

  23. Experience of Trainers Effect of prior experience in EDRMS and training delivery on success rate of project

  24. EMBED

  25. Ongoing Support Model

  26. Retro-fitting strategy

  27. Retro-fitting Strategy

  28. MEASURE

  29. Measuring is Concurrent with Success 80% 64% for those who don’t for those who measure

  30. Key Findings • Experience makes a difference • Disbelief foretells doom • Success demands business involvement • User options underpin success • Have purpose, Design in detail

  31. The Presenters • Kevin Dwyer is a Change Management professional with more than 30 years’ experience in the planning, design and delivery of change management programs. Since the establishment of Change Factory in 2001 he has been involved in a diverse range of projects ranging from re-engineering processes to reduce risk to creating and revising performance management systems. He commenced working in EDRMS projects in 2009 as a partner in the REX project which was awarded the J. Eddis Linton Award for Excellence – Most Outstanding Group in 2010. • Kevin can be contacted on: • 0408 508 490 or Kevin.Dwyer@ChangeFactory.com.au • www.ChangeFactory.com.au • Michelle Linton is a Learning & Development Manager with 24 years’ experience in the planning, design and delivery of training programs. Michelle has developed and delivered innovative, outcome focused EDRMS training for over 30 government and private organisations since 2005. Michelle’s pragmatic approach to learning strategies leading to application adoption has been enthusiastically welcomed by the industry. Linked Training is the training partner in the REX project which was awarded the J. Eddis Linton Award for Excellence – Most Outstanding Group in 2010. • Michelle can be contacted on: • 02 8824 4677 or Michelle@LinkedTraining.com.au • www.LinkedTraining.com.au

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