SETLabs Briefings

VOL 9 NO 3
2011

Improve Predictability in
Training Need Analysis
By Nikhil Kumar and Abhishek Sabharwal

Role and process-based training approach can

improve predictability of training success especially
in package-enabled transformation programs

ypical package implementation or large

END-USER ADOPTION - A GROWING

business transformation programs would

CONCERN

tread the wrong path by providing proactive but

User adoption of package implementation

ad-hoc trainings to their end users leveraging

has been a sore point for many organizations,

only traditional classroom sessions, assuming

where recent research and surveys indicated

that this approach will make them ready to

that it is still the top concern for failed package

perform their jobs efficiently. However, the

implementations. As business transformation

fact is that this approach lacks the vision and

or ERP programs become more mature, the

strategy towards a successful training program

focus on user adoption and training has also

for implementations.

intensified. While many enterprises have

Even before commencing any training

realized the benefits of user adoption in terms

related activity, it is crucial to understand the

of higher end-user productivity and buy-in

targeted business user population, their existing

for implemented system, they often struggle

skill sets, future skill requirements, the relevant

to ascertain the right approach to achieve

impact of the system changes on their everyday

it. There are many tools, methodologies

tasks and overall job responsibilities and only

and vendors available to provide end-user

then a detailed strategy must be developed

training, however it is still difficult to gauge

around the training program. Performing

the actual training requirements and right

a Training Need Analysis (TNA) across the

cost to associate with it without performing a

appropriate dimensions could only be termed

detailed need analysis exercise.

as a proactive step which would give long

Today, the enterprises are outlining

lasting results.

higher budgets towards training. As per analysts

47

and independent researchers, organizations are

methodology reflects clearly defined entry and

now allocating training budgets in range of 10-

exit gating criteria for each phase of training

12% or even higher than the traditional 4-5% of

such as 5Ds methodology phases - Define,

their total ERP cost. However, if this allocated

Design, Develop, Deliver and Determine, well

budget is not executed effectively with an

articulated roles and responsibilities of various

appropriate need analysis and robust training

stakeholders, expected deliverables and sign off

strategy geared towards end-user adoption and

procedures, appropriate tools selection for content

their sustenance; then this small percentage has

authoring and simulations development activities

an ability to turn down the other 90% into a

and methodical evaluation of delivery modes

written-off investment.

for each group of users such as instructor-led

There are many challenges or key

versus web-based training. This overall strategy

decisions to be taken in front of an enterprise at

streamlines the entire training process and in turn

the start of user training program such as what

helps achieve desired quality, reduces rework

should be the training budget, which approach,

effort during training content development and

tool or vendor should be adopted, when to

also ensures effective training delivery that finally

deliver, how to deliver, how much content to be

leads towards an improved user adoption rate

developed and so on. Most of these key decisions

and enhanced productivity.

have to be determined by enterprise as part of

But even before this training strategy

its comprehensive Training Strategy, resulting

is formulated, it is critical to gauge the target

from a detailed Training Need Analysis exercise

end-user needs and the overall impact of the

for the organization, processes and individual.

implementation on their everyday tasks. TNA

So, the next question arises is - What

is therefore the first step towards devising any

are Training Strategy and Training Need

training strategy for the program and aims at

Analysis for package implementation and what

identifying and performing detailed analysis

should these consist of?

for the training requirements of the targeted

end-user community and come up with the

TNA THE FIRST STEP TOWARDS A

most cost effective approach to address it.

SUCCESSFUL TRAINING STRATEGY

It highlights the gaps between skill

A training strategy must describe the end-

sets currently available with end-users and

users needs, overall training scope definition,

the capabilities required to perform their

methodology for the planning and execution of

everyday jobs at an acceptable level post the

training related activities, high level schedule

implementation of the new system.

and milestones of training phases, infrastructure

Training needs are analyzed based on

and environments related needs, various tools

results derived from different need analysis

and resources requirements, potential risks with

tools like questionnaires, interviews and

identified mitigation plans and so on.

surveys. These tools are administered to

The training strategy also provides the

selected subject matter experts (SMEs) identified

guiding principles, assumptions and dependencies

by the program management team. Based on

considered while preparing the strategy and

the responses of SMEs, various matrices are

critical success factors that ultimately shape and

prepared and leveraged to develop high level

drive a structured approach. This approach and

training and resources plan as well as to find

48

out the training needs for targeted individuals

To identify the training program risks

or user groups for the program.

and opportunities and gain senior

The purpose of conducting training need

management support for overall training

assessment is to prevent a reactive or quick-

program.

fix approach to user adoption problems post

implementation. A need analysis done correctly

TRADITIONAL APPROACH TO

ensures that the training program addresses the

CONDUCT TNA

real needs and effectively focuses the appropriate

There are various methodologies and ways

resources, time and effort toward targeted

available to conduct TNA based on an

solution. The outcomes of need assessment

organizations requirements. However, most

influence many key decisions for the training

methodologies have similar flavor and approach.

program and also help in realizing the numerous

All the TNA approaches begin with a need that

benefits of higher user adoption and long

requires to be identified in an efficient manner. To

term goals associated with the transformation

get the effective output and an recommendations

program. Listed below are some key objectives for

from TNA, the analysis must be based on

conducting TNA, that most enterprises aim for.

appropriate dimensions and from the relevant

data sources. Thus, dimensions and sources of

To identify various user groups, locations

data play a vital role in a successful TNA exercise.

and actual number of users impacted by

In the context of package enabled business

system change to establish mapping

transformation programs, the TNA is based

between users and training elements

traditionally on three dimensions: Organization,

Job Functions/Tasks and Individual.

To measure the existing knowledge and

skills levels of targeted end-users to

Organization Dimension

discover the gaps between the desired

Organization dimension focuses on enterprise

skill levels

senior executives and management for

understanding the overall objectives, charter,

T o d e t e r m i n e t h e o v e r a l l s c o p e /

program scope, departments/ regions being

curriculum of user training and

impacted, timeliness, program organization and

accordingly determine training content

organization change management processes of

requirements in the context of process

the implementation or business transformation

and system changes

program. The questions also point towards

organizational learning from other similar

To discuss, select and recommend tools,

transformation programs undertaken,

infrastructure, possible approaches and

employees change adoption, motivation levels

other pre-requisites for training

and their overall training needs. Organization

dimension is critical in the determination of

To determine desired training outcomes

attitudes and behaviors of end-users before

supported by a detailed project training

and after any training program in terms of

plan and overall strategy and outline

job satisfaction, commitment, involvement,

approach to measure success

attrition and role conflicts.

49

Organization dimension analysis

Organization and program structure

focuses on the effectiveness of the organization

and also identifies where training is really

Change Management Strategy document

needed and under what conditions it should

be conducted. The analysis primarily identifies

Program Draft Communication Plan

level of sponsorship and commitment for the

program from senior executives; organization

E x i s t i n g a v a i l a b l e t e c h n o l o g i e s ,

business strategy and goals -- long term as

equipments and tools

well as short term, scope of the program,

timelines; number of end-users impacted, user

Employee attitudes and satisfaction

demographics and associated risks; resource

reports

availability including facilities, infrastructure

and connectivity for all the impacted locations

Lessons learnt reports of previous

by the program scope; effectiveness of the

programs.

existing organization change management

processes and its environmental impacts on

Task/Job Function Dimension

the program; other training program being

Task or job function dimension provides details

conducted or planned for users and how such

on the existing tasks, how the future tasks would

programs are being conducted in terms of

be performed, what the task deviations (task

approach, tools and timeliness.

changes or system changes) are and how these

The information needed to conduct

deviations are going to be handled by training

such analysis can be obtained from a variety

program. The analysis is directly related to the

of data sources and by conducting interviews

process of performing tasks by the targeted

with enterprise senior management, HR

end-users in the current as well as in future state

department lead, change management lead

environment. Here, the future jobs are drilled

and program management office (PMO) of the

down to the group of tasks that finally constitute

program. The typical data sources include:

system functions, which map to a specific task. A

mapping between the high level future tasks with

Survey questionnaire developed in line

system functions need to be prepared that helps

with the program aims and objectives

in identifying the training topics and grouping

of system functions within a topic.

O r g a n i z a t i o n s s t a t e d g o a l s a n d

The task analysis process identifies

objectives, its mission statements and

numbers of jobs, tasks group and functions

strategic plans

in the program scope, high level impact due

to change in future tasks in compared to

Annual and quarterly fiscal reports of

existing tasks, level of change in the business

the organization

process and functions due to new system being

implemented and level of user experience and

Program Charter and Detailed Schedule

skills.

Program Risk Register

and interviews with various department

Data is gathered by conducting surveys

50

managers, HR lead, change management lead,

Focused discussions amongst group of

functional analysts, program core team and key

users handling similar job functions

power users. The typical data sources include:

Day-to-day tasks and challenges faced
Job Description Document

by individual employees

As Is and To-Be Task Maps

System Fit- Gaps Analysis Document

Attitude surveys to measures their

Key Design Decision Documents

morale, motivation and satisfaction

Solution Option Documents

level

Task Inventory Questionnaire

Functional Specifications

Past performance evaluation reports

Test Scripts
Any major performance issues including
Individual Dimension

productivity, absenteeism, product

Individual dimension provides details on

quality, down time, grievances,

how well an employee is performing the

equipment utilization and customer

assigned job and the level of his or her

complaints

current skill sets. It also determines which

individuals require training, to what extent

Work samples of the output generated.

and what method would work best to train

them. Individual analysis provides the

NEED FOR DIFFERENT

end-user perspective and the details get

DIMENSIONS IN TNA

verified with the process analysis results.

Package enabled programs are high on

The individual analysis identifies existing job

investments and mission-critical with a huge

responsibilities, functions, motivation levels

impact, directly or indirectly, on the entire

including strengths and weaknesses of the

end-user community, including their everyday

individual, any specific previous experience

tasks involving system interactions. These

of the users on the changes being done in

are transformational in nature in terms of the

the system, specific requirements for basic

number of users impacted, the potential risk

computer training to transition from manual

that the business carries if the implementation

process to automated one, acceptability and

fails. Traditional TNA dimensions work well

support of the planned change and level

for conducting need assessment, when the

of knowledge and comfort of system being

change is being brought in small-to-medium

implemented.

range and not affecting more than 30% of

The data is gathered by conducting

the entire end-user population. Thus it is

surveys and interviews with manager, supervisor

important to consider the need of additional

and employee. The typical data sources include:

or different dimensions for need analysis for

large business transformation programs to

Survey questionnaire to measure job-

appropriately gauge training needs of the entire

related qualities such as job knowledge

user community and improve predictability of

ad skill

this exercise [Fig. 1].

51

Traditional TNA Dimensions

Package-enabled Transformation
Programs TNA Dimensions

Organization

Organization

Task

Process

Individual

Roles

Job functions clubbed to form

roles which are assigned to user

Figure 1: Training Need Analysis Dimensions

Source: Infosys Research

The organization dimension is

in data abstraction and yet represents the skills,

indeed very much applicable to the package

concepts and attitude of the human elements of

enabled transformation programs as well.

a system. So, it is recommended to consider a

However, with the size of change being

role-based dimension where roles are the future

implemented, a task/job function dimension

roles that will be adopted by the organization

though useful for typical projects, becomes

along with the system change.

totally impossible to manage for package-

Definition of future system roles is an

led programs. What is required is a more

important exercise, which the program change

end-to-end view of transactions with clear

management team carries out in coordination

linkages and dependencies that is available

with the program core team, HR and senior

through a business process definition. Here

management. A role is defined as a combination

the practitioners must not only look at Level

of package job functions that needs to be

2 business flows (process level), but must also

assigned to an end-user. It may be a combination

cover Level 3 (sub-process level) and Level

of system related responsibilities. A role could

4 business processes at the level of discrete

also lead to read-only access to the ERP solution

functions and analyze the difference in existing

in system, in case the job function does not

and future states [Fig. 2]. So, it is recommended

demand a write or modify access requirements.

to consider a business process dimension

Typical implementations would have fifty

instead of a task specific dimension for large

plus roles across multiple business processes.

programs.

Very large transformation programs can also

Also for the same reasons, going with an

have hundred plus roles. However, more

Individual dimension may not be feasible for

number of roles increase the complexity

large package enabled business transformation

of entire training program. The number of

programs due to the size of the system change

processes, grouping of job functions and

and individual needs. There is a need therefore

organization structure primarily determines

to adopt a dimension which is relatively higher

the number of roles.

52

Example: Quote-to-Receipt Process Flow

L1:
Track
L2:
Processes
L3: SubProcesses

L4:
Work
Procedure &
Instructions

Wholegoods
Sales

Finance

Order to
Ship

Quote to
Order
Quoting

Quote
Approval

Invoice to
Receipt

Order

Shipping

AR
Invoicing

AR
Receipt

Quote
Creation

Quote
Submission

Order
Creation

Picking

Manual
Invoice

Manual
Receipt

Quote
Pricing

Quote
Negotiation

Order
Pricing

Packing

Auto
Invoice

Electronic
Receipt

Order
Booking

Ship
Confirm

Credit
Notes

Figure 2: Level 1, 2, 3 and 4 Business Process

Levels Example

Source: Infosys Research

A role here must not be confused with

impact anywhere in the range of 10 to 60 Level 1

job titles assigned to employees. Job titles

business processes which is much easier number

typically govern the compensation, hierarchy

to manager instead of 100 to 1000 or more process

and authority of the employee while the

steps to study during need analysis exercise.

system roles as described above are more

related to the job/system functions he or she is

Role Dimension

expected to fulfill. Though some guidance can

As mentioned earlier, role dimension is a distinct

be taken from the job titles towards formation

combination of job functions or responsibilities

of roles but role definition has to be separate

assigned to end-users. A detailed analysis of

exercise as part of the solution design phase

role dimension provides clarity on how the

of the program before initiating the need

current roles are different from the future

assessment for training program.

roles within the enterprise and how the KPIs

and their associated incentives are compared

Business Process Dimension

to the industry. This assessment helps in

Business process dimension is a higher and an

understanding the various roles/job functions

end-to-end view of tasks and their dependencies.

of the organization which in turn helps in

Instead of being concentrated on each step of

developing a role-based curriculum structure.

the task, the focus is on the end-to-end process

Thorough understanding of these KPIs and the

inputs, outputs and key performance indicators

associated incentives, also help to know which

(KPIs). Though the sources of information

areas to focus on for a particular user group.

gathering are similar to task dimension, the

The role dimension seeks inputs from HR lead,

details are captured at a higher level. Typical

organization change management team and the

package enabled transformation program may

PMO involved in the program.

53

Role analysis helps the enterprise to

These roles typically access the system

collect and organize information regarding

daily but for a limited timeframe in a non

the nature of a specific role. It involves

core business operation function.

systematically examining roles to determine

the functions performed, KPIs, responsibilities

The idea is to cover 100% of core/critical

and the skills required. Given the stringent

roles while sampling can be done for the other

implementation timelines, it is not always

role types for the purpose of TNA.

possible to have role wise analysis to obtain

Information collection for the role analysis

each roles training requirements, especially if

can be conducted in several ways, for e.g.,

the role groups are in a large number. Hence, in

observations, interviews, focused discussions or

these cases it is recommended to move forward

analysis of existing state or to-be solution design

leveraging sample work stream or department-

documents. It is usually appropriate to collect

wise roles for analysis towards training needs.

information for an analysis in multiple ways.

For the purposes of this analysis, roles can be

Enterprises may want to gather information about:

categorized as follows:
Roles description, role hierarchy and
Core/critical Roles these are defined as

dependencies, associated KPIs

roles of the system which will need to be

trained pre go-live phase to enable them

Number of end-user assigned to the roles

to use the new system and support the

physical location of the users and role

business functions immediately at go-

demographics

live. Typically these roles will be using

system extensively when performing

Inputs that the role requires to fulfill the

their daily tasks. Fulfilling their training

job function and the output delivered by

needs is most critical for the success of

such job function.

the program.
Job functions the role is performing
Medium Critical Roles these roles will
access the system less frequently and

Equipment, tools, materials that are

will need to be trained around cutover

required to perform the job function

or transition phase, or immediately post

go-live i.e., managerial roles that need

Conditions in which the job function

to run reports or provide systematic

is carried out and the standard of

approvals.

performance and skill levels for each

role including strengths and weaknesses

Occasional/non-critical roles this

level of roles require limited access to

Acceptability and support of the planned

the system to perform specific tasks i.e.,

change for each role.

enter performance appraisal or enter

daily or weekly timesheets and therefore

Role analysis is a critical process

could be trained sometime post go-live.

for large training programs. However, it is

54

sometimes difficult to know when you have

done enough, especially with respect to function

Organization

analysis for a large subject area. A good rule

End-Users

of thumb is to continue the role analysis until

Roles

you feel you have specified the most important

aspects of the role being analyzed.
Role job function analysis provides data
about a specific role or a group of roles and the
knowledge, skills, attitudes and abilities of enduser in each group of roles.

Responsibilities

Training Curriculum

Sub Processes (Menus)

Training Topics

System Functions

ROLE BASED APPROACH IS EXTENSIBLE

FOR ENTIRE PROGRAM LIFECYCLE

Job Functions

The role based approach for TNA as well as for

training strategy helps in the entire lifecycle

Figure 3: Role Mapping for Training as well

System Administration hierarchy
Source: Infosys Research

of the program. In a typical package enabled

transformation program e.g., in an Oracle ERP
implementation, the change management,
security and system administration teams
have to design various responsibilities based
on grouping of various menus (sub-processes)

CONCLUSION

for user access management. These menus

ERP marketplace has grown and matured in

are a grouping of various system functions

the last three decades. Today, the CXO and

that have a direct mapping to a job function/

business leaders know that end-user adoption

task of the end-user. If we can introduce a

is one of the key and critical determining factors

layer of role between responsibilities and

for the success of their business transformation

users, then it is easier to manage the access

program. However, end-user training program

administration. The end-users can have one or

cannot provide desired results until it has

more roles and similarly a role and can have

a focused approach for the acquisition of

one or more responsibilities. In case of new

appropriate skills for end-users to perform their

hires and transfers of employees in various

job functions effectively. Learning the complex

departments, one can assign a role, the access of

ERP business processes by breaking them

functions follow. The same roles can have one

down into various levels of cross-functional

or many training curriculum, that are mapped

sub-processes and functions, helps users to

to multiple training topics. So, once the role is

visualize ones role in the end-to-end business

known, it is easier to identify what training to

process flow and takes one to the specific job

provide to users. The linkage is shown in Figure

function which he or she needs to perform on

3. The same concept can be extended to testing

a daily basis. So, the business process focused

phase, where the testing topics or test scripts can

and role based approach for need analysis

be defined and managed as per role or group

provides aid to the process centric approach

of oles basis for various business process flows.

of ERP implementations. Role and process

55

based TNA approach, that takes collaborative

REFERENCES
1. h t t p : / / w w w . a l l b u s i n e s s . c o m /

and comprehensive view of each aspect of

management/912850-1.html.

organization including business process and

2. h t t p : / / a r t i c l e s . t e c h r e p u b l i c . c o m .

roles, provides the edge to enterprises to design

com/5100-10878_11-1033134.html.

robust training program strategy and improve

the predictability for the success of the training

3. http://www.erptips.com/hosted/

program multifold. It cuts down the time to

ERPTrainingLifeCycleApril2010.pdf.

perform need analysis and also allows enterprise

4. http://www.ispi.org/pdf/suggested
Reading/Miller_Osinski.pdf.

to achieve their user adoption goals.

56

Authors Profile
NIKHIL KUMAR is a Principal Consultant with Enterprise Solutions Oracle practice at Infosys.
His primary area of expertise is IT Management for large-scale ERP-led business transformations as
well as business consulting. He leads Oracle implementation programs, multi-country rollouts and
upgrades across industries. He can be reached at Nikhil_Kumar@infosys.com
ABHISHEK SABHARWAL is a Lead Consultant with Enterprise Solutions Oracle practice at
Infosys. He is currently managing Infosys-Oracle Innovation Center, and has many years of IT
management and business consulting experience in Oracle implementation programs. He can be
reached at Abhishek_Sabharwal@infosys.com

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please contact:
Email: SetlabsBriefings@infosys.com

Infosys Limited, 2011

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