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As a corporate trainer you have unique challenges and issues that are quite different from traditional classroom training. This month I’m covering the second installment of a successful strategic plan for you to follow in preparing and delivering successful corporate training. I will also cover in this issue the problems and pitfalls in a category that I call “Illusions.” These illusions prevent us as corporate trainers from meeting our goals and objectives. Watch out for these illusions.

The most effective corporate trainers focus the instruction on the design process and not on the features and functions of the software. Last month I set the stage for identifying a corporate trainer. In this issue I will cover the first step in preparing a “process-based” training solution.

Process-based training
Process-based training incorporates four key features that are required for successfully implementing a productivity strategy. Let me start by addressing the first step.

Step one: process analysis
As the corporate trainer, your first step is to provide an assessment of the current process and procedures. You want to analyze how things are done now. This includes what works and what doesn’t work. A good corporate trainer is a good listener. You listen to management’s concerns. You listen to the needs and problems as well as the successes of the users. This is done in a three-pronged approach that consists of listening, reviewing, and observing.

Listen: How does work flow from start to finish on typical projects?

Review: Is there a clearly defined set of current CAD standards?

Observation: A discussion with a key power user about methods, process, and techniques, plus observations of these methods in daily use.

Illusion #3: Management knows what the users in the company need to be productive. This is an illusion. Management may have concerns over the current productivity level or maintaining standards. Don’t commit to any solution until you have completed and evaluated the current process.

1- Listen
Always start with the power user. He or she will have the best grasp of the design process. Your task as the corporate trainer is to ask questions. What is the user’s work process? Your job is to find the holes in the current process. This is not only for your starting point, but also later for your pilot training session. What is the user’s current skill level and what are the processes for using the software? What is the pain in the current process? This is sometimes referred to as a “skill gap analysis.”

Everyone has holes and gaps in their knowledge and use of the software, yet you don’t need to know everything. A good process analysis looks at all aspects of the way you’re doing things now. When was the last time the company brought in formal training for its users? Has anyone received formal training, process, or update training in recent releases?

2- Review
What is the current software and version in use? Is there going to be a change, upgrade, or migration of software? What are the current design and drawing processes and standards? Again, stay with the power user. In many cases this person either knows or has implemented the standard to make life easier.

Whether there is a current standard or not, it’s important to raise the following questions. Is there a layering system for drawing objects with consistency? Are template files being used to manage standards? Are styles being used? Be sure to ask about text styles, dimension styles, table styles, and plot styles. Are there standard layouts and plotter settings? Is there a standard for title blocks and dimension scaling? Is there any customization that has occurred individually or at a company-wide level? This would include the range from third-party programs to a few AutoLISP®, VBA®, or VB® applications.

These questions will give you a sense of the organization level that exists.

Illusion #4: Custom programming will automate the process and solve the productivity issues. This is an illusion. Most users are doing a series of repetitive steps throughout a project. Many of these repetitive steps are being carried out because of the limitations of prior software releases. Many of these steps can be eliminated with newer techniques and methods and can be done without major programming.

3- Observation
Nothing gives a better telltale sign of process and procedure than the actual observation of a project or drawing in progress. My experience is that if you ask users if they use a particular technique or process, they will say “Yes.” Only through observation will you get a good sense of what really goes on in terms of practical application. Look for repetitive tasks. Watch for old techniques and methods that have been updated by more current releases and probably the release they are currently using.

For example: Through this analysis process, you may have determined that the current software in use is AutoCAD® 2002 and they are upgrading to AutoCAD 2006. In brief, there is a good set of standards in place and there is a large number of standardized blocks that are being used and accessed from a series of network drive folders. There is no use of third-party applications, custom menus, or custom toolbars, nor is there any LISP/VBA programming. Blocks are being placed in the drawing by using the Insert command through the navigation of network folders. The repetitive task consists of always returning to use the Insert command and browsing for the blocks through a series of network folders. Also, once the block is inserted, the user then moves and rotates the block to its appropriate location.

Don’t Try to Fix it!
Key points to remember:

1. During this analysis step you should never attempt to correct the problem. You job at this point is purely gathering information through interviews and observations.
2. You should also have personal and professional experience with a solid mastery of the current and migratory software of the company. If you don’t, then you may be able to identify the repetitive steps, but as you develop the training plan you won’t know the most effective way to reduce those steps and improve the process. Get your training first! You need to be a master of the program.

Next month we’ll look at how to match the repetitive steps to a productivity training process and how to test its effectiveness before you deliver it to the entire company.

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Submitted by Matt Murphy, chair of the Autodesk Training Center Advisory Board (ATCAB). Matt is an Autodesk Certified Instructor (ACI) who teaches AutoCAD productivity seminars at ATCs, Autodesk University, AUGI CAD Camp, AUGI CAD Matinee, and private companies. He can be reached at matt.murphy@ACADventures.com.