Implementing any new process at an enterprise is impossible without training. This is especially important if employees are subsequently required to apply it independently. Experience shows that developing regulatory documents and issuing orders with the definition of working groups and various implementation schedules is not enough. Without understanding the goals — specifically "why do we need this" — the tool will go its own way, if it moves anywhere at all. Having adopted experience from consultants, we apply the "0 to 100" training practice, which takes place in several stages:
This is where we show why we need this, how it should work, and for what goals. If the process affects more than one category of employees (managers, specialists, or workers), then forming training groups must be approached wisely. Each category of employees has its own motivation; therefore, the goals must be communicated differently. Cramming a crowd of 20-30 people into a classroom is not our option either. The optimal number for us is no more than 10 people, so that every trainee can be engaged during the theoretical training.
It's simple here. We show, the trainees watch. In other words, our contribution is 100%, and the employees' is 0%. It is important to discuss their observations at the end of this stage: is everything clear? What would they do differently? What questions arose?
In the second step, trainees get involved in the process together with us. We try to give them more independence but provide help. As in the first step, we must discuss the results and general observations.
Logically, at this step, trainees perform something (an audit, risk hunting, etc.) independently, while we simply observe. If necessary, we can intervene in the process for correction. Based on the results, we discuss our observations and provide feedback.
We explained the theory, showed it in practice, and let them set sail. After some time, it is necessary to see how the process is implemented without us. Are all criteria met? Is the tool being used for the purposes for which it was implemented, etc.? By applying certain supervision checklists, we can evaluate all this and provide feedback with recommendations and corrective actions. Consider this a kind of exam followed by periodic checks of not only knowledge but also practical skills.
The number of practical iterations can be decreased or increased based on the individual characteristics of the trainees. There are those who, as they say, catch on the fly, while someone else needs something explained or shown again. If the implemented process affects an employee indirectly, then the theoretical part alone will suffice. But it is necessary so that everyone is on the same page.