Start with roles, not a generic class list
Training works best when it follows the way your business actually runs. A finance clerk, warehouse supervisor and sales manager do not need the same lesson, because they use the ERP for different decisions and approvals. Start by grouping users by role, then list the tasks each group must perform in the first 30 days after go-live. In a Centurion office or a Durban branch, this step also helps with shift patterns, travel time and load-shedding planning.
Keep the plan practical. If a user only raises purchase requests, they should not sit through two hours on stock valuation. If a branch manager needs daily reports, give them that early. The aim is confidence, not information overload.
- List every user group and their daily tasks
- Mark which tasks are critical for day one
- Separate must-know from nice-to-know functions
- Note branch-specific needs such as approvals, local stock and regional reporting
Set the timetable around work cycles and go-live pressure
Timing matters as much as content. Training too early means people forget what they learnt before the system is live. Training too late leaves no room for practice. A good rule is to start core training 2 to 4 weeks before go-live, then follow with shorter refreshers in the final week. For teams in Johannesburg, Pretoria, Cape Town or Gqeberha, stagger sessions if staff are split across branches and time zones are not the issue but work hours are.
Use shorter sessions for busy teams. Most SMEs do better with 60 to 90 minute blocks than half-day lectures. This gives room for questions and reduces fatigue, especially when staff are already handling month-end, stock takes or year-end pressure. Plan a buffer for power cuts, internet outages and the odd sick leave day, because one missed session can slow the whole rollout.
- Core training: 2 to 4 weeks before go-live
- Refresher sessions: 3 to 5 days before go-live
- Super user practice: daily during the final week
- Post go-live coaching: first 2 to 6 weeks
Match confidence levels to the teaching method
Not everyone learns in the same way. Some users want to see the full process once, then try it themselves. Others need step-by-step guidance with screenshots, printed notes and repetition. A mixed format helps. Use live demonstrations for new concepts, short practice tasks for hands-on learning and a simple reference guide for later use. For teams with limited computer confidence, this approach cuts down on panic and avoids repeated support calls.
Ask each group how comfortable they are with the current system before training begins. That feedback helps you separate advanced users from first-time users. It also shows where extra coaching is needed, for example in data entry, approvals or report running. Keep examples close to their actual work so the lessons feel relevant, not theoretical.
- Confidence check before training begins
- Demo first, then supervised practice
- Repeat key steps with real examples
- Provide a short guide for later reference
Build role-based practice scenarios
People remember what they do, not just what they hear. Build practice around the transactions and reports they will use every day. A sales team can practise quotations and order status checks. Finance can work through invoice approval, payment runs and month-end checks. Operations can test stock movement, goods received and internal transfers. When the scenarios mirror real work, users are more likely to spot errors before they become costly.
Use small groups where possible. Six to ten people per session is often enough for questions without losing control of the room. If you are training multiple branches, record the process once and use it with live support for each site. That works well for businesses spread across the East Rand, West Rand and coastal branches where travel can be slow and expensive.
- Use real documents and real approval steps
- Include common mistakes in the exercise
- Test what happens when a field is missed or entered wrongly
- Show the next step, not just the current one
Prepare materials that staff will actually use
Training packs should be short, clear and easy to find. A pile of long manuals usually gets ignored after day one. Instead, give users a one-page process note, a quick reference sheet and a list of who to contact for support. Keep screenshots current and avoid jargon. If the process changes by role or branch, label it clearly so people do not follow the wrong version.
Also include a simple checklist for supervisors. This helps them confirm that staff attended training, understood the key steps and can complete core tasks without help. For SMEs in South Africa, especially where one person often does the work of two, a good checklist is worth more than a long document sitting in a shared folder.
- One-page process guides for each role
- Quick reference notes for daily tasks
- Supervisor checklist for sign-off
- Support contacts and escalation steps
Check adoption after go-live, not just attendance
Training is only useful if people keep using the system correctly after go-live. Set a review for week one, week three and week six. Look at error rates, support queries and where staff are still falling back to old spreadsheets or manual workarounds. If users are struggling, do a short refresher instead of waiting for the next formal training cycle.
Measure practical signs of adoption. Are reports being run on time? Are approvals moving faster? Are users logging in confidently or asking for the same steps over and over? Those answers tell you whether the programme worked. They also help you decide whether to add extra coaching, more system notes or a better handover for new staff.
- Review support tickets after each milestone
- Track repeated mistakes by role
- Refresh training where old habits return
- Update guides after process changes or upgrades
