The Challenge: We replaced a law firm’s enterprise DMS with a new cloud-based system. Among other things, this presented a technology adoption challenge because users will typically only use new technology when they understand how it will work better than the technology being replaced. Learning and adopting new technology is never a one-size-fits-all endeavor. Not only do people learn at different paces and with different learning styles but, for example, attorney learning needs will differ from the needs of billing specialists, legal assistants, and executives.
The Solution: In addition to formal training offered after the go-live date, we used two informal methods for the DMS implementation that were extremely effective.
- Playing the Long Game: When feasible, a longer training period can provide significant benefits. Accordingly, we planned well in advance for the DMS transition. We provided brief, easy-to-understand training materials about general functionality (such as flyers, short videos, and quick email tips) over several months ahead of the go-live date to make users comfortable with the technology before they received formal training. The variety of formats allowed users to pick the method most conducive to their individual learning styles. In doing so, we had greater flexibility to provide role-based training as the go-live date approached.
- Peer-to-Peer Customized Training: Engaging staff to help with training can be a tremendously valuable partnership. For the DMS implementation, we selected certain staff from all offices, all floors and all departments. We then provided them with in-depth training tailored to their role and equipped them to offer deskside assistance to their colleagues (either by answering questions or demonstrating functionality). This did not replace more formal training program but acted as a valuable extension of the training effort after go-live.
Our approach to technical documentation followed a similar pattern in that it was customized to different users based on their specific needs. Our tip sheets and other user-facing documentation outlined specific functionality in a concise, step-by-step manner, and was no longer than two pages in each instance. Run books, testing protocols, and other internal IT documents captured as much detail as possible with the intent to hand them over to technical resources and enable them to execute on the document.
The Results: As a result, user adoption was extremely high for 1200+ users and allowed them to utilize the new DMS effectively on day one.