How to train your organisation on SharePoint: #spscairo 2016
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slides from Marijn Somers for the SharePoint Saturday Cairo 2016 event. These slides are about how to train your organisation on SharePoint.
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How to train your organisation on SharePoint: #spscairo 2016
- 1. http://www.spsevents.org/city/cairo/cairo2016 Please fill in my session feedback form available on each chair. SPSCairo Welcome
- 3. Online Conference June 17th and 18th 2015 http://www.spsevents.org/city/cairo/cairo2016 SPSCairo Training your organisation on SharePoint
- 4. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo @marijnsomers Balestra Email: Marijn.somers@balestra.be Speaker, Blogger, Evangelist, Trainer, Coach, Analist, Project Manager Strong focus on Governance * MBTI-type: ENTJ * AIIM CIP certified Balestra, which is a fencing term for a quick jump forward, focuses on ECM & collaboration governance.
- 5. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Why train users? • How ? – Different kinds of people require different ways of training – How to roll out a complete training package in your organisation • What ? – Use stories – Customer example – Mistakes What are you going to learn today
- 6. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Specialist areas of SharePoint where training is very important. – SharePoint web development – administration – architecture Not talking about
- 11. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Drive user adoption • Make fewer (critical) mistakes – Less calls to help desk – Less calls to IT departments • Higher productivity • More confidence = happier employees Advantages of a trained user
- 12. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Spread the word!! • Learn and get feedback from users • Change management • Emphasize on important topics Extra benefits on training
- 14. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo When to think about training Vision / idea Get platform Business analysis Development Rollout Training
- 18. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Classroom training • Coaching • Train the trainer • On demand video’s • Wiki / blogs • Textbook • Playground environment • Performance support Different ways of training
- 19. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Big “glop” of one or multiple days • Immersive: – new location and no access to emails • Terrible for: teaching people a whole new way of working • Good for: key users – Pre-existing knowledge: Deepdive – Extend on that Classroom training
- 20. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo20 • 10 – 15 people max • 2 hour max • Practical excercises • Good for: – Readers – Members – Owners Short training burst
- 21. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Early repetition may involve recall of the fact or a different presentation of the fact. • Later repetitions – should allow for greater elaboration – apply the fact to a context or a specific setting • Don’t do the same training 5 times – Tell them, show them, excercise Provide multiple repetitions.
- 22. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Expensive (1-1) • Made to measure – Answer the coachee’s questions – Build something together • Deep dive • Perfect for: early adopters / Management Coaching
- 23. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Viral way of training – 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! Train the trainer
- 24. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Scenario based visual training • Short chunks • 2 flavors: – Online video’s – Own video’s • Large audiences • Majority On demand video’s
- 25. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo On demand video’s • Default online video’s – Easy to find them – No focus on your message – Not your own branding – Not your own specific tools • Cheaper • Youtube, MS • Create your own – Focus on business goals – Align with your message • As expensive as you want – voice artists – multilanguage
- 26. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Support • Text books – Global overview • Blogs – Versions – Not always showing best way • Wiki – Copy / paste Wiki / blog / text books
- 27. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo Playground environment • Site owner access rights • Test things out • Doesn’t matter if you break it • similar to production • Support • Owners / designers
- 28. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Context based help functionality • Ex. visualsp Performance support
- 29. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Use SharePoint • “Academy” or “learning center” • Easy to use / digest • Contains: – Vision / mission – Product / template catalog information – Documentation / training per target group (new in the organisation?) – Training dates – Help & FAQ (knowledge base) – Site requests – Timeline (what are we working on ?) How to distribute / inform users on training?
- 32. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo Technology adoption lifecycle Coaching Short burst training Video training with forum Academy site with plethora of training solutions Support docs: wiki / blogs / video’s FAQ Q&A forum Video’s Playground environment
- 33. 33
- 34. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo Stories: Metadata • We use it all the time • Data about data • Example: – Title – Brand – Weight – Calories – Ingredients – Expiry date
- 35. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo35 • https://www.youtube.com/watch?v=s12Jb5Z 2xaE SharePoint in plain English
- 36. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • https://www.youtube.com/watch?v=QIqA_Y Keboc Business practices that refuse to die
- 37. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo37 • 50K+ users • BA 1: no training • BA 2: only classroom training • BA 3: default Microsoft 4 hour training Case from a customer
- 38. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • 2 hour training for ‘early adopters’ • Coaching afterwards • Rollout phase: – Online training (short chunks) for readers, members, owners • Owner training mandatory before you can request a site • Key user trainings on “advanced topics” Live example for customer
- 39. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • 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 Training mistakes
- 40. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Don’t do full day training (a waste of time for them and you) • Better: – Introduction (email, short video,…) – Awareness sessions with tips/tricks in short/lunch sessions – On demand coaching / help – Portal with • Texts • Video’s and tutorials • Tip sheets Key take aways
- 41. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo • Training should always be – Just in time – Just enough • People have different ways to learn optimally (nlp) • Repeat repeat repeat – Tell them what you are going to say – Tell it – Tell what you have said Key take aways
- 42. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo42 Have fun and look cool doing it
- 43. Please fill in my session feedback form available on the chair. http://www.spsevents.org/city/cairo/cairo2016 SPSCairo
Editor's Notes
- Simon sinek start with why
- http://www.sharepointgeoff.com/articles-2/training/
- Result: bug free, fast platform, with a lot of very cool features Build it and they will come ?
- http://thinkapps.com/blog/development/lean-enterprise-big-companies-can-innovate-like-startups/
- Promoted links Yin jang symbool
- Spread your SharePoint vision
- 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 – 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 “glops” or “unrepeated waves.”
- Make sure people can find them! (video portal with search capabilities / channels)
- Lotus notes migration options: wiki or doc set 5-10 minute video’s 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.
- (example from Patrick Sledz)
- Intro depends on target audience