Wee Hin Hong, regional IT director - Asia, OMG Electronic Chemicals, said for new businesses that he integrated to SAP, he would come up with a training template first. “This is usually reviewed after six months, after new users have gotten used to the new systems and can provide feedback,” said Wee Hin Hong, regional IT director, OMG Electronic Chemicals. “These users are supported by an internal application support team, who review the applications together with the users,” he added. Tim Tan, managing director, Laticrete, shared that since his company did not manage its own systems, he depended on external parties for user training.
Grace Chong, chief information officer, MSIG Insurance, revealed that MSIG was embarking on a new SAP implementation with 3,000 users. “In anticipation of the challenge of training such a large number of users, we have gone into e-training, to teach users how to access the system and to build familiarity with the applications,” she shared.
Shao Bin lamented that the movement of users in and out of the company posed a challenge for training. His approach was to build up a core group of leads. “The key criteria for a superuser is that he must possess great business knowledge together with a certain amount of technical knowledge. But key is the possession of business knowledge, opined Mike Kew, group IT director, corporate systems portfolio, Neptune Orient Lines. “These key users need to be placed in concentrations of end-users. These super-users will then train the regular users,” added Kew.
Natalie Yap, senior IT director, Infineon Technologies, shared that she trained her IT team to become internal business consultants. “Instead of just doing the IT job, they need to reach out. We need to find some ways to educate them and increase their skill set. For the future, they need to be able to articulate and reach out to users everywhere,” she elucidated. “A user typically looks at only a small area, but IT looks across the board,” Yap added. “It’s very difficult to find a super-super-user who knows the business from A to Z. External consultants may be IT experts, but they don’t understand the business,” lamented Chong Choong Fee, managing director, LCS Optiroc.
Arunkumar KS, IT business partner and innovation director - information management AAC, Unilever, offered taking an “end-of- life” approach when implementing new systems. He agreed it was important to monitor the many signals coming out from the systems. “Typically, in the initial phase, there is a high percentage of questions, which drops over time. There are some companies where more than 80 percent of personnel have changed — and the new people don’t know how to use the systems,” Arunkumar urged. “A life-cycle management approach is needed for the investment to be fully leveraged,” he stressed.
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