To ensure employees developed the capabilities needed for the new ERP system within the required timeframe, OXYGY designed process-driven learning journeys. This targeted approach prioritized what was most important, enabling effective knowledge transfer while avoiding the risk of overwhelming the organization with an unmanageable number of training topics.
Challenge
The Management Team eagerly anticipated the rollout of the new ERP system. The significant investment in technology was seen as an opportunity to leap ahead, achieving state-of-the-art solutions that would otherwise have been costlier and more difficult to realize. Key functions, such as Finance and Supply Chain, were especially keen to embrace a more digital future and modernized workflows.
However, past experiences taught the many Members of the Management Team that success hinged on building strong capabilities across the workforce. Employees needed to understand what was expected of them and how to execute their roles effectively within the new system.
With a population of 45,000 employees, most of whom required some level of training, the challenge was to determine who needed what training and deliver it effectively. A systematic, scalable approach was essential to ensure the right training reached the right people at the right time.
Implementation
The project adopted a structured methodology, ensuring the training program was tailored to meet the organization’s unique needs:
Process flows: It was discovered that the business processes had not been mapped for training purposes. Only high-level consolidations of individual transactions (e.g., release bank payment, define supplier) existed. But this was not sufficient to was to teach and implement end-to-end process flows. So, the first step was to map the base target process, understand interfaces, and incorporate different global apps. Later the processes were validated across different business functions.
Training Units: Based on this, the training units were defined. Subprocesses were used to design the actual training sessions. The training sessions followed a specific template designed to convey material effectively, including high-level processes, detailed processes, associated reports, internal controls and other involved applications. Interactive elements were built into the sessions to ensure engagement, culminating in a practice session.
Task & role mapping: The next step was to collect and define the new roles, specifying their scope, functions, responsibilities, and mapping to different processes. For each subprocess, the relevant roles were identified, and a corresponding training journey or end-user learning journey was defined.
Learning journeys: The role mapping exercise was crucial for determining the intensity of training required for each. To avoid overwhelming users with excessive training, role mapping was used to prioritize training topics based on the role’s responsibilities.
Achievements
The tailored training curriculum, informed by detailed role mapping, outlined clear learning journeys for each role and defined the level of engagement required for different user groups.
This structured approach allowed the ERP system rollout to build on a strong foundation of clear processes and tasks, well-defined roles, and effective training allocation. Additionally, a gap analysis was conducted to identify discrepancies between current capabilities and future requirements, enabling a targeted capability-building strategy.
This approach was standardized across divisions and countries, ensuring consistency and high-quality operations.
The initiative was recognized as a critical success factor, not only for the reliable operation of the new system but also for fostering a culture of continuous learning and adaptability across the organization.
Voices from the project
Frequent and consistent personal interaction with the client, combined with delivering quality training assets on time, every time, have paved the way for building a strong relationship of trust. Our client knows that we have their best interests at heart and that they can rely on us to deliver what they ask.
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