Technology

1.0. Introduction
1.1. Purpose
The purpose of this paper is to develop a training strategy for managing change associated with the implementation of the Enterprise Resource Planning (ERP) system. Change management is a critical aspect in ensuring that change processes are carried out effectively. Organisational change management training is also aimed at ensuring that employees are fully appreciative of the potential offered by the new ERP system and therefore mitigating the risks of resistance. The training will also seek to ensure that employees are well versed with the functionalities offered by the ERP systems and improve their knowledge of the hew ERP system so as to improve their experiences and interaction with the ERP system. This goes a long way in improving overall employee experience when interacting with the ERP system.

1.2. Objective
The paper is being written to describe how the training will be organised, the entities that will be involved in the training programs, the relevance of training in ensuring organisational change management and measures that will be put in place to improve training. This paper will provided in-depth understanding of the overall significance of organisational change management training and the relevance of the strategies that will be included in the training program. The paper will also provide a documentation of the structure of the training strategy.

1.3. Scope
The training strategy is aimed at facilitating the implementation of the ERP system and minimising the associated risk of resistance. The training program is therefore optimised for WaterPump World and will involve all employees that will interact with the ERP system. The training will focus on ensuring that employees knowledge of the new system interface is improved, providing employees with a guideline on best practices in interacting with the ERP system and outlining the benefits to WaterPump World and employees associated with the implementation of the new system. Furthermore, the training program will provide a platform through which employees can raise questions that will be addressed on ERP system and the specific system that has been adopted by WaterPump World.

1.4. Audience
The executive management of WaterPump World is the main audience being targeted by the report. The report not only highlights the importance of training to change management in ERP implementation but also highlights the specific approach that will be adopted in training. The report seeks the audience of the executive management in ensuring that the ERP system implementation is supported by relevant training strategies.

1.5. The Approach
A collaborative approach will be adopted in carrying out the training. In as much as the training offers the organisation an opportunity to ensure that issues that may hinder the implementation of the ERP system are addressed and employees are empowered, it is an opportunity for improving organisational human resource capability which is vital for overall organisational development (Anderson,  Ackerman-Anderson, 2001). A collaborative approach will ensure that the involvement of different entities in the training program helps ensure that varied technical and people issues that may affect the implementation of the ERP system are adequately addressed. Furthermore, the ASAP implementation methodology will be considered in designing the training strategy.

2.0. Organisational Change management
Organisational change managements are a set of organisational strategies and processes that are aimed at facilitating the process of changing within an organisation. It is noteworthy that though organisations are in a state of constant change, there are some projects or endeavours that result in considerable change in organisational operations (Harigopal, 2006). Such changes have to be complimented by relevant strategies aimed at dealing with the practical and psychological implications on organisational processes and the employees. The set of strategies that organisations implement to ensure that change processes are well implemented contribute to organisational change management.

WaterPump World is a company that has been operational since 1989. In the twenty one years that it has been operational, the company is expected to have developed a clear set of expectations, norms and values that guide interaction between employees. These organisational culture considerations are vital in the implementation of the ERP system. The implementation of the ERP system is likely to affect interaction between employees and may therefore have implications on the organisational culture which presents a risk of resistance among the employees (Seruca, Cordeiro,  Hammoudi, 2006). Organisational change management strategies would help WaterPump World prepare its employees for the changes and mitigate the risk of resistance thus facilitate the implementation of the new ERP system.

WaterPump World has over 5000 staff members that will be affected by the implementation of the ERP system. It is noteworthy that the company has already established that the employees are characterised by different levels of expertise in IT. The hierarchical organisational structure adopted by the organisation also implies that there is likely to be varied views on the need of a new ERP system and the functionalities that such a system should offer (Cawsey,  Deszca, 2007).

Training is an important aspect in facilitating organisational change management. It is noteworthy that in the case of implementation of an ERP system by WaterPump World, a new system will be in place and the users will be required to interact with it in carrying out their daily operations. The functionalities offered by the ERP system are greater and more advanced than those offered by the system WaterPump World currently employs. Since the implementation of the ERP system is aimed at improving the efficiency of WaterPump World operations, there is need to ensure that employees can use the ERP system effectively. Training comes in handy in providing employees with the technical expertise required to be fully productive when interacting with the ERP system (Cawsey,  Deszca, 2007). Moreover, training is an avenue through which the employees can gain insight on the advantages associated with the implementation of the ERP system (Cook, Macaulay,  Coldicott, 2004). Such knowledge shapes employees perception of the ERP system which places them in a better frame of mind to harness the benefits associated with the implementation of the ERP system. Therefore, training helps reduce resistance and facilitates attainment of the objectives in the implementation of the ERP system (Cawsey,  Deszca, 2007). Therefore training is part of organisational change management since it facilitates the attainment of the change management goals.

2.1. Training Strategy
Cooperation and collaboration between users and training experts will also be expected in training. This collaboration allows for employees to raise and share their fears on the implementation of the ERP system in a platform that will ensure that they are promptly addressed. The Questions-answers database can be used as an avenue through which the users can assess the knowledge that they have so far gained.

2.1.1. Training Plan
Interaction with the ERP system is a continuous process and so is organisational human resource development. This implies that the training strategies have to be continuous since WaterPump World has to be operational. Furthermore, change in technology implies that the ERP system may require upgrades which translate to training requirements. The existence of different computer literacy levels within WaterPump World and in interaction with the ERP system implies that training should involve determination of the skills that the employees posses and the skills required. Understanding what the employees lack in their IT skill profile is vital in determining aspects that they need to focus on in training.

The next step is creating a schedule for training of users at different user levels. Employees will be trained so that they can meet the minimum IT skills required at their user level. Furthermore, developing a syllabus and training program for the different user groups will help in improving coordination of the classes. The syllabus will have clearly defined learning outcomes and an outline of the strategies that will be used for assessment. In training, it is important to start from what the users know as progress is made towards what they need to know depending on their user level (Khan, 2002).

PhaseProcessesExpectationsPhase IDetermination of the skills held by the employees.
Allocating different users classes depending on their skill deficiency.Four different classes with different learning needsPhase IIDeveloping a timetable for training in the different classes
Developing a syllabus for the different users levels or classes A timetable
SyllabiPhase IIIActual training
Use of ASAP tools
Sharing Experiences and  analysis of casesConformance to time table
Completion of the SyllabiPhase IVEvaluation of theoretical knowledge gained by employees
Evaluation of practical knowledge gained by the employees
Determination of improvements in usability of the ERP systemGain in general, practical and technical knowledge on ERP
Increased usability of the ERP system
Every phase has deliverables that must be met. Phase I is generally aimed at ensuring that employees are grouped into classes that will cater for their skill needs. Phase II involves designing syllabi and timetable that will ensure that the training objectives are driven at and training runs smoothly. Phase III involves ensuring that employees gain skills and knowledge on ERP use through execution of the syllabi. Phase IV involves assessment of skills gained by the employees and the efficacy of the training course. This phase aims at ensuring that training is actually beneficial on the employees and the organisation as a whole.

2.1.2. Structure of Training

2.1.3. Stakeholders needs Analysis
Top level managers, middle level managers, sales staff, operational managers, end users of the system and contract workers in various departments that interact with the ER system are the key stakeholders that will be considered in designing the training strategy. The organisational structure and the business models are tools that will be used in determining stakeholders training needs. The HR department will also be consulted in detailing any additional training employees have undergone. This process will minimise the risk of subjectivity and improve the relevance of the syllabi to the needs of employees in different classes or user levels.

2.1.4. Skills Audit
ASAP framework allows for the inclusion of a question-answer database that can be used to facilitate training and address queries raised by employees at different levels (Lau, 2005). It is noteworthy that the skills audits will involve determination of the theoretical and practical knowledge gained by the employees. Time framed written tests and functionalities that employees interact with in the new ERP system will be used to gauge the theoretical skills they have gained. Reports on usability of the ERP system by the system analyst will be used to monitor and audit practical skill acquisition among employees. These reports will reflect areas that need to be addressed in training. Practical assessments and case analysis related to the issues affecting employees at a given level may also be used to assess the applicability of knowledge that they have gained in the training sessions

2.1.5. Training assessment tool
Pre-defined documentation templates that are provided by ASAP can be used to support role-orientation which is a basis for the training plan. Business Process Master List (BPML) and issues databases and knowledge corner are some other tools offered by the ASAP framework that can be used by trainees to gauge the skills they have gained (Nemati,  Barko, 2004). The set deliverables or expectations in phase three will be considered in determining the efficiency of training. The syllabus is an important tool in highlighting the expectations in each session and for the entire course. By aiding the assessment of the attainment of session objectives and course objectives, the syllabus will help in highlighting the training areas that need to be improved.