The quarterly publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/21494
Effective Training: Five Tips for Maximizing ROI by Karen Clifford L earning to use new software is a lot like learning to drive. It takes training and practice to be able to “drive” well. And yet, in too many law firms, software training could be compared to giving someone with a learner’s permit the keys to a new BMW convertible and then teaching them nothing more than how to put the key in the ignition. Unfortunately, too many organizations put many hours and dollars into purchasing new software –– the equivalent of that shiny, new convertible –– then put it in the hands of inexperienced “drivers” with little more than a pat on the back and a wish for good luck. Training: The Key to Your Software ROI It would be unreasonable to expect someone to know how to operate a vehicle without teaching them how, and the same can be said about “driving” new software. One of the major reasons people don’t use the software tools available to them is lack of training. Without training, people are often intimidated by the technology, and the result is that they use software poorly or not at all. It is common for the untrained (or undertrained) to continue doing tasks in familiar ways rather than adopt a more effective method, which is typically the whole point of implementing new software. If an organization has spent a lot of time deciding which software program will be the right fit, and has taken the time to research, review and plan for the implementation, doesn’t it make sense for that organization to make sure that the employees actually put the software to work? When a law firm decides to purchase and implement a new software program, training needs to be a consideration. Sufficient training is going to cost money and it’s going to take time. Ultimately, the money and time spent on training is going to have a significant and positive impact on user adoption and a firm’s return on investment. As part of your procurement process then, consider in advance what resources will be required to train your staff on the software options you are evaluating. Build those 46 www.iltanet.org Peer to Peer estimates into your evaluation criteria and ensure that your firm understands what it will take to successfully implement the new technology. My Way or the Highway The success of a training program often depends on the commitment of management to the program they have chosen. If employees are not directed to learn and use the software as a requirement of their jobs, and are allowed to continue their old, inefficient ways, a firm can be left with a time- and money- saving piece of software that just sits on the server. A “my way or the highway” approach to using new software may seem harsh, but it is effective. A prospective client once wrote to me, “The owner of the firm has stated that those who don’t go along ‘will die on the vine’ . . . meaning we’ll all move ahead of them, and they’ll be forced to either join the game or find another show.” This attitude, expressed a little more delicately to your staff, can make all the difference in how the software is accepted and utilized. When educating people on new software programs, the following tips can help you ease the pain of change: 1. Be Clear About Expectations. Emphasize that training and the use of the software is mandatory and expected. Make sure everyone knows this is coming from the top and that training is a requirement. You may hear some grumbling, but if you’ve done your due diligence and chosen the best program for your situation, it will be only a matter of time before the grumblers realize that