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1 year ago ::
May 08, 2012 - 12:43PM
#11
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What are the biggest impediments you find to sustaining (not just starting) super-user programs?
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1 year ago ::
May 08, 2012 - 12:44PM
#12
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What are some of the examples of the variables correlated to business improvements? Thanks
How about the speed with which a sales order is completed without errors?
How about an invoice being sent out on a timely basis with all of the details correctly entered and even some helpful comments added by an end user who knows what to say?
How about when a client calls in to ask about the status of an order and gets someone who cannot help but, being competent, knows who to transfer to the call to? (having been properly trained to business process not just functions)
You get my drift...
Yes, thank you!
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1 year ago ::
May 08, 2012 - 12:46PM
#13
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During, every user starts out equal and the "better" users (i.e. super user candidates) are then identified. At this point, it is wise to institutionalize them and the network but, as already mentioned, few firms do so. Later, firms discover that some form of sustainment is required as well as some form of motivation/reward. At this point, clients begin to move toward maturity (or not). Further, existing super users may leave or get promoted and firms have no means to replace them. That was the case at Fluor that Julie and I had to confront.
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1 year ago ::
May 08, 2012 - 12:50PM
#14
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Very good study, content and measures! We're at a point of putting in black and white for leadership support -the organizational benefits to maintaining (which has a cost). We could decentralize so that functional areas have unique super users (e.g., Finance, HR, Procurement) or potentially keep more centralized as a part of the ongoing work a small team of people will do with ongoing maintenance and the implementation of future modules.
I would not over-centralize even if you have an organization that tends to centralize. Deployment of applications software is usually more of a tribal activity (groups of people with similar activities and goals). Fluor, for example, organizes according to key business area. Because of this organization, Julie was able to find out how to help out 13 users in one Asian country that did not have a viable super user. The solution came through the social networking of like-minded (tribal) super users.
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1 year ago ::
May 08, 2012 - 12:53PM
#15
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Michael, the results of the Fluor survey on user engagement are enlightening. Any tips or suggestions on how "deep" such a survey should be? Or how to structure the survey and questions to get the maximum response with the minimal effort from respondents?
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1 year ago ::
May 08, 2012 - 12:54PM
#16
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What are the biggest impediments you find to sustaining (not just starting) super-user programs?
Impediment #1: Authorization: Wherein supervisors tell super users to go do their "real" job and stop helping others. Solution: Provide a "license" that defines the role of super user and the time allotted to fulfill that role and is signed by both the supervisor and the super user. While such a "license" is not particularly "legal" we found that 98.5% of the licenses were being respected at Fluor after one year. Impediment #2: Attrition. i.e. A super user leaves and is not replaced. Solution: Each super user has on file 2 potential replacements at all times. When a new super user replaces an outgoing super user, he/she must file two potential replacements. Works. I refer to it as badging.
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1 year ago ::
May 08, 2012 - 12:54PM
#17
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Michael, It sounds like Fluor had some very specific ways of getting super user to network with each other for training purposes, but also ways of networking super users to end users. Is that right? Can you describe how this worked, and what the benefits were to both users & super users?
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1 year ago ::
May 08, 2012 - 12:56PM
#18
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What are the biggest impediments you find to sustaining (not just starting) super-user programs?
On a current initiative I am working the impediments we faced (pre and during the first months of being live on SAP) were:
* getting leaders across organizational units to provide resources to help become stronger users who could assist others locally * prior to implementation, getting these people trained in advance to assist locally * providing them recognition for their assistance * After implemenataion, re-identifying the people who are in actuality the stronger users who use the system regularly, understand the business processes, give inputs on continued process improvement...
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1 year ago ::
May 08, 2012 - 12:57PM
#19
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I am very curious about the rewards/incentives for folks to participate. We currently have 17 different networks but find the participation varies by network. Senior Management does not formally "recognize" the program so folks put their other work first. I like the license idea that you described - but how are these people rewarded for doing what they consider "extra" work?
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1 year ago ::
May 08, 2012 - 12:58PM
#20
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Michael, the results of the Fluor survey on user engagement are enlightening. Any tips or suggestions on how "deep" such a survey should be? Or how to structure the survey and questions to get the maximum response with the minimal effort from respondents?
Number one, all surveys are anonymous or they will fail. Number two, any survey that takes more than 15 minutes is not going to get answered. Structure of the survey is that they get to mostly check boxes and do not have to write. Remember, in Julie's case, 90% of the respondents have English as a second or third language. Also, ask questions that the respondents would like to know the global answers to. In that light, it is advisable to share results with super users. As a rule, ask all questions in the "same direction" meaning that scales will be consistent (i.e. 1 is always low and 10 is always high).
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