SPS OSLO 2016 - Training your organisation on SharePoint
1. Training your organization on SharePoint
#SPSOslo
Marijn Somers â www.mijn365coach.be
October 22nd, 2016
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3. @marijnsomers
⢠Analist, Project Manager
⢠Speaker, Trainer, Coach, Strong focus on Governance
⢠* MBTI-type: ENTJ
⢠* AIIM CIP certified
⢠Balestra
â fencing term for a quick jump forward, focuses on ECM & collaboration governance.
⢠Mijn 365 Coach
â Platform for local video training on Office 365
⢠Licensed clock and watchmaker
4. What are you going to
learn today
⢠Why train users?
⢠How ?
â Different kinds of people require different ways of training
â How to roll out a complete training package in your
organisation
⢠What ?
â Use stories
â Customer example
â Mistakes
8. Advantages of a trained
user
⢠Drive user adoption
⢠Make fewer (critical) mistakes
â Less calls to help desk
â Less calls to IT departments
⢠Higher productivity
⢠More confidence = happier employees
9. Extra benefits on training
⢠Spread the word!!
⢠Learn
⢠get feedback from users
⢠Change management
⢠Emphasize on important topics
14. Different ways of training
⢠Classroom training
⢠Coaching
⢠Train the trainer
⢠On demand videoâs
⢠Wiki / blogs
⢠Textbook
⢠Playground environment
⢠Performance support
15. Classroom training
⢠Big âglopâ of one or multiple days
⢠Immersive:
â new location and no access to emails
⢠Terrible for: teaching people a whole new way of working
⢠Good for: key users
â Pre-existing knowledge: Deepdive
â Extend on that
16. Short training burst
⢠10 â 15 people max
⢠2 hour max
⢠Practical excercises
⢠Good for:
â Readers
â Members
â Owners
20
17. Provide multiple repetitions
⢠Early repetition may involve recall of the fact or a different
presentation of the fact.
⢠Later repetitions
â should allow for greater elaboration
â apply the fact to a context or a specific setting
⢠Donât do the same training 5 times
â Tell them, show them, excercise
18. Coaching
⢠Expensive (1-1)
⢠Made to measure
â Answer the coacheeâs questions
â Build something together
⢠Deep dive
⢠Perfect for: early adopters / Management
19. Train the trainer
⢠Viral way of training
â Train 10 trainers who can each train 10 more people
⢠Excellent for basics
⢠Will not always be able to answer questions
⢠Will not always feel comfortable
⢠Make sure they get your message across!
20. On demand videoâs
⢠Scenario based visual training
⢠Short chunks
⢠2 flavors:
â Online videoâs
â Own videoâs
⢠Large audiences
⢠Majority
21. On demand videoâs
⢠Create your own
â Focus on business goals
â Align with your message
⢠As expensive as you want
â voice artists
â Multilanguage
⢠Default online videoâs
â Easy to find them
â No focus on your message
â Not your own branding
â Not your own specific tools
⢠Cheaper
⢠Youtube, MS
22. Wiki / blog / text books
⢠Support
⢠Text books
â Global overview
â Changes
⢠Blogs
â Versions
â Not always showing best way
23. Playground environment
⢠Site owner access rights
⢠Test things out
⢠Doesnât matter if you break it
⢠similar to production
⢠Great for
â Support
â Owners / designers
25. How to distribute / inform users on
training?
⢠Use SharePoint
⢠âAcademyâ or âlearning centerâ
⢠Easy to use / digest
⢠Contains:
â Vision / mission
â Product / template catalog information
â Documentation / training per target group (new in the organisation?)
â Training dates
â Help & FAQ (knowledge base)
â Site requests
â Timeline (what are we working on ?)
28. Technology adoption lifecycle
Coaching
Short burst training
Video training with forum
Academy site with plethora of
training solutions
Support docs: wiki / blogs / videoâs
FAQ
Q&A forum
Videoâs
Playground environment
30. ⢠We use it all the time
⢠Data about data
⢠Example:
â Title
â Brand
â Weight
â Calories
â Ingredients
â Expiry date
Stories: Metadata
33. Case from a customer
⢠50K+ users
⢠BA 1: no training
⢠BA 2: only classroom training
⢠BA 3: default Microsoft 4 hour training
37
34. Live example for customer
⢠2 hour training for âearly adoptersâ
⢠Coaching afterwards
⢠Rollout phase:
â Online training (short chunks) for readers, members, owners
⢠Owner training mandatory before you can request a site
⢠Key user trainings on âadvanced topicsâ
35. Training mistakes
⢠Trying to teach too much at once to minimize the amount of
required training
⢠Leave training out of the governance plan
⢠Have single way of training for whole company
⢠Wait for 2 more weeks to give a site after training
36. Key take aways
⢠Donât do full day training (a waste of time for them and you)
⢠Better:
â Introduction (email, short video,âŚ)
â Awareness sessions with tips/tricks in short/lunch sessions
â On demand coaching / help
â Portal with
⢠Texts
⢠Videoâs and tutorials
⢠Tip sheets
37. Key take aways
⢠Training should always be
â Just in time
â Just enough
⢠People have different ways to learn optimally (nlp)
⢠Repeat repeat repeat
â Tell them what you are going to say
â Tell it
â Tell what you have said
Rogers : book Diffusion of Innovations
https://en.wikipedia.org/wiki/Technology_adoption_lifecycle
Innovators are willing to take risks, have the highest social status, have financial liquidity, are social and have closest contact to scientific sources and interaction with other innovators. Their risk tolerance allows them to adopt technologies that may ultimately fail. Financial resources help absorb these failures.
Early adopters These individuals have the highest degree of opinion leadership among the adopter categories. Early adopters have a higher social status, financial liquidity, advanced education and are more socially forward than late adopters. They are more discreet in adoption choices than innovators. They use judicious choice of adoption to help them maintain a central communication position.
Early Majority They adopt an innovation after a varying degree of time that is significantly longer than the innovators and early adopters. Early Majority have above average social status, contact with early adopters and seldom hold positions of opinion leadership in a system
Late Majority They adopt an innovation after the average participant. These individuals approach an innovation with a high degree of skepticism and after the majority of society has adopted the innovation. Late Majority are typically skeptical about an innovation, have below average social status, little financial liquidity, in contact with others in late majority and early majority and little opinion leadership.
Laggards They are the last to adopt an innovation. Unlike some of the previous categories, individuals in this category show little to no opinion leadership. These individuals typically have an aversion to change-agents. Laggards typically tend to be focused on "traditions", lowest social status, lowest financial liquidity, oldest among adopters, and in contact with only family and close friends.
Leapfroggers When resistors upgrade they often skip several generations in order to reach the most recent technologies.
Management
Users (read / write)
Local small offices
Offices abroad
New people flowing in
Self paced learning (books, movies)
Computer based training
Auditive â for me is great
2 groups of students in test:
Single marathon sessions day before test
Spread study time over 10 sessions
Spend same amount of time studying
Spread time did significantly better
Provide frequent, spaced intervals of learning instead of âglopsâ or âunrepeated waves.â
Make sure people can find them! (video portal with search capabilities / channels)
Lotus notes migration options: wiki or doc set
5-10 minute videoâs on key topics like promoted links
ac
unilever
Rogers : book Diffusion of Innovations
https://en.wikipedia.org/wiki/Technology_adoption_lifecycle
Innovators are willing to take risks, have the highest social status, have financial liquidity, are social and have closest contact to scientific sources and interaction with other innovators. Their risk tolerance allows them to adopt technologies that may ultimately fail. Financial resources help absorb these failures.
Early adopters These individuals have the highest degree of opinion leadership among the adopter categories. Early adopters have a higher social status, financial liquidity, advanced education and are more socially forward than late adopters. They are more discreet in adoption choices than innovators. They use judicious choice of adoption to help them maintain a central communication position.
Early Majority They adopt an innovation after a varying degree of time that is significantly longer than the innovators and early adopters. Early Majority have above average social status, contact with early adopters and seldom hold positions of opinion leadership in a system
Late Majority They adopt an innovation after the average participant. These individuals approach an innovation with a high degree of skepticism and after the majority of society has adopted the innovation. Late Majority are typically skeptical about an innovation, have below average social status, little financial liquidity, in contact with others in late majority and early majority and little opinion leadership.
Laggards They are the last to adopt an innovation. Unlike some of the previous categories, individuals in this category show little to no opinion leadership. These individuals typically have an aversion to change-agents. Laggards typically tend to be focused on "traditions", lowest social status, lowest financial liquidity, oldest among adopters, and in contact with only family and close friends.
Leapfroggers When resistors upgrade they often skip several generations in order to reach the most recent technologies.