Why practice management system training has to be better (and how to do it) says Report Factory
Usually, a forgotten or downgraded part of PMS implementations is the training of end users, of both the Finance Team and Operational Staff (Fee Earners and Support Staff). It’s rarely done well in our experience.
What’s the issue?
The main issue seems to be that the training is treated as “IT” training or training in the “system”. Sometimes, and I must say it’s the norm, new staff learn from existing staff and the processes are either mis-represented or in many cases made-up on the spot due to specific usage developed to work around systems and controls.
In some cases (and frankly these are the worst) the training is conducted by the system’s vendor themselves. That’s not to say that the vendors don’t know their software, they certainly do, but it’s the software that they specialise in, not your (hopefully) newly designed processes and integrating the core functions of the software into those processes efficiently and effectively.
Further, the day-to-day reality of utilising a PMS environment effectively is very different from the text book approach often taken by regimented and standardised systems training.
What’s the solution?
In general, I’d argue you should be training people how to do their jobs in the most efficient and effective manner and doing so in a way which integrates the software and the designed process controls. There should be a seamless flow between all these elements rather than the often siloistic approach of “systems training” later translated by a co-worker into “how we really do it”.
What all this means is that training needs to have the following elements:
- Be timely and regular
- Be hands on
- Work from a well communicated session plan
- Be conducted with the firm’s own test data, relevant and familiar clients and matters, including its “issues” like specific billing requirements, rate changes etc
- Be designed around well designed and agreed processes (not systems) and integrate the relevant systems functions seamlessly into these processes
- Be delivered by people who really understand the process and the systems and can field and appropriately answer questions on specific use case issues
- Have relevant, clear and easily referenced training materials and “quick reference guides” available for attendees that can be relevant and used long after the training has concluded.
Getting people to attend
One of the issues we hear a lot when proposing new training regimes, is that firms can’t get people to attend training. Whilst that’s not a huge surprise, it doesn’t seem so hard to enforce.
Firstly, training generally has to be treated as a core compliance issue, and attendance and feedback from training treated as part of an HR score system when appraising employee performance.
Secondly, the principle of training and attendance must be a CEO or Managing Partner supported message. I find it interesting that legal professionals would support “employees in a business working on a process with no training or inappropriate training”. I can see the court case now…
How to manage the training process
Communication to staff and management of the training process should be managed by one, or a small number of, key individual/s. When implementing a new PMS or upgrading, communicate regularly with staff, keep them informed of the outcomes of the project and training expectations.
Effective project management must include effective change management, with focus on preparing, equipping and supporting individuals throughout the process. Ensure multiple training dates and times are offered for the same session, tailored to the attendee’s availability (not all employees work within the traditional 9am to 5pm workday), and, most importantly, bookmarked into their calendars!
Can remote training work?
During the pandemic, videoconferencing became one of the critical elements for maintaining connection and has become a normal part of everyday work rather than the exception. Given the flexibility and efficiencies technological innovations have provided employees, remote working is now becoming the norm therefore providing training via a remote platform is a necessity and a successful mechanism for delivering training.
Remote training should be broken down into concise sessions, rather than taking a large chunk out of an employee’s day. Make the sessions demonstrative and interactive, allow opportunities for questions and work-throughs related to the employee’s requirements.
Ensure the remote sessions are limited to a handful of attendees. Large classroom-style instruction is inherently a passive activity, which gives rise to distractions and disconnection. Ensure the sessions have a collaborative structure, with screen sharing, to ensure training doesn’t feel isolating.
Complement training with firm specific end user documentation, step-by-step manuals and guides, access to recordings of the remote training session and a dedicated internal support channel. Following implementation or upgrade, look at providing one-on-one assistance to your employees at critical times of the month, such as month end, with an expert user to ensure employees are supported.
Should we assume everyone needs re-training?
It is imperative that all users of the PMS are trained on newly designed processes and core functions of the software, after all, this is one of the most important steps to ensure the success of the changes and desired outcomes.
Providing employees with firm specific relevant training ensures employees build their skills and knowledge and ultimately this increases productivity. To foster a learning culture, training needs to be ingrained and continuously offered.
Gathering Feedback
Don’t just cross your fingers and hope the training program has met its goals – measure the success of the training! Seek feedback, look out for knowledge gaps, determine how well the learning outcomes are applied to the new environment.
Internal vs External Training
PMS training is a difficult beast to classify. It is a technical system, yet inherently financial. In our experience, most firms don’t tend to have a dedicated PMS trainer and the firm’s Implementation or Upgrade Project Team has difficultly determining who is responsible for training.
Compiling a training schedule that integrates the core functions of the software into the newly designed processes, efficiently and effectively, is important to end user understanding and acceptance.
Designing a training schedule that is firm specific, demonstrated within the firm’s PMS environment, with data and processes users are familiar with, complemented with documentation that is specific to your firm, is paramount.
Report Factory are able to fully customise and deliver any PMS training program, tailored exactly to your firm’s requirements, delivered within a remote training (or in-person) environment with firm specific end user documentation.
