Netpremacy enables collaborative working for Pressure Technologies with G Suite.

26 June 2018

“It’s been a pleasure working with Netpremacy”

Pressure Technologies is a specialist engineering group with businesses in Sheffield, Rotherham, Barton on Humber, Glasgow, Cardiff and overseas in Vancouver, Canada, Germany and Pittsburgh, USA.

The company was introduced to Pressure Technologies at a Sheffield Chamber of Commerce event where CEO, John Hayward was impressed by the presentation Netpremacy gave on the benefits to a business that G Suite could offer.  

G Suite had two core appeals for Pressure Technologies, cybersecurity with trusted Cloud-based servers and the ability to collaborate. With geographically diverse businesses, Google’s G Suite and cloud storage gave Pressure Technologies added security and a common operating platform across the entire Group. The Cloud encouraged and enabled collaborative and mobile working, with access to data from any device, anywhere.  

The project kicked off with Netpremacy being invited to present to Pressure Technologies senior management team and business leaders, who were as equally impressed as John had been at the event in Leeds.

To ensure a smooth transition of the overall G Suite Deployment, Netpremacy broke it down into 2 projects, so each project had its own statement of work.

The first project began in July 2017 and included all the manufacturing divisions. Given the scale of this first project, consisting of 6 businesses, a decision was made to break up the project into two phases: Drop 1 and Drop 2.

Project 1 was concluded by December, and the second project for the Alternative Energy Division was delivered early 2018. Even though this second project was smaller than the former it still came with its challenges. With Pressure Technologies being dispersed between the UK and Canada, it meant the project team had to plan meticulously to avoid issues arising from the time difference, time constraints and international training both in person and remote.

Each of the projects began with a period of discovery, an important aspect to ensure a smooth transition. The aim of this was to find out what processes could be improved upon, where time was being wasted and more importantly, where G Suite could be used to improve efficiency and the everyday practices of teams and individuals. The information collected was used to form the training sessions, training resources and post-training support that users received.

Before the transition to G Suite and the training that was provided, Pressure Technologies were using Outlook. When the transition began, Netpremacy used a tried and tested approach for migrating the data. After the training sessions were over, the teams returned to their desks and all of their data had been seamlessly migrated across into G Suite. This then led to a successful transition for Pressure Technologies.

Training and communications were provided by Netpremacy as a part of managing the end user’s reaction to the change in the business. Moving platforms can often be stressful without the right communication to educate end users, leading to lower adoption levels if not managed correctly.

In this particular project, training played a very important role. Pressure Technologies encompassed most age groups and generations, as a result, there was a broad mix of confidence levels in using new tools. Taking this into consideration, Netpremacy took people from every sector of the business to be Google Guides, giving them access to G Suite before everyone else. This meant they were confident and in turn able to help their colleagues with the transition after the training and go-live had finished.

A programme of ongoing communications in the weeks following go-live ensured further support.  A “Tip of the Week” programme was created and sent out weekly to provide small pieces of information and improve knowledge on how to use different aspects of G Suite. This series of tips have been very successful so far with some users being known to print them out or store them in some way to create their own ‘Google Handbooks’.

“I have been heavily involved in IT projects during my 35 year career, and none of them have ever gone this smoothly. It’s been a pleasure working with Netpremacy. We highly rate the team for technical and project management ability. G Suite is transforming the way we work,encouraging much wider collaboration then we had dared to imagine.”

– John Hayward – CEO, Pressure Technologies

Although the migration to G Suite is complete, Pressure Technologies decided to continue with the CSS programme that Netpremacy provides. They felt this was essential to the continued success for the transition to Google and did not want to leave people with the project without ongoing support to ensure G suite is successfully embedded into the whole Group.

If you have any questions regarding G Suite and how it can enhance your company’s performance, please contact us.

13 June 2018

LeedsBID was looking for a way to capture data and manage it more efficiently…

Leeds Business Improvement District (LeedsBID), is a business-led, not for profit organisation voted for by the city’s businesses with an ambitious plan to transform Leeds city centre.

LeedsBID ambassadors

LeedsBID choose Netpremacy to implement Zendesk

Over the last 3 years, LeedsBID has helped to transform the city through the introduction of innovative and exciting initiatives such as its street teams (Welcome Ambassadors, Street Rangers, and Evening Ambassadors ) Leeds International Festival and Summer in the City to name but a few. LeedsBID represents close to 1,000 businesses and offers a number of key services to its levy payers – those city centre-based businesses which provide an annual financial contribution to the work of the BID. Effective customer service is key to its work.

LeedsBID ragersLeedsBID commercial waste

Netpremacy has a long-standing relationship with LeedsBID – a recent collaborative marketing campaign helped to drive attendance and create a buzz around a Netpremacy event as part of Leeds Digital Festival.

Zendesk and LeedsBID

Netpremacy suggested the implementation of Zendesk into LeedsBID’s business after a discussion with Simon Gillard, Account Director at Netpremacy. Particular focus was around how LeedsBID handled enquiries and managed aspects of its core services. The team at LeedsBID is always interested in ways to improve efficiency and Zendesk provided the perfect solution. It enables the automated booking of services, and at the same time makes the process more efficient from an administrative perspective.

LeedsBID was looking for a way to capture data and manage it more efficiently so that they had more resource for projects, and could also make for a smoother, more efficient service for levy payers.

The project was first started in November 2017, and took just 6 months to be implemented (completed 1st July 2018, soft launch). Netpremacy enabled LeedsBID to create a ticket system through Zendesk that handled enquiries and business in a more efficient and effective way. LeedsBID found that implementing Zendesk, with Netpremacy’s customisation suited their needs perfectly.

For this deployment, administration training was provided by Netpremacy. Netpremacy was able to provide in-depth practical training to the LeedsBID administration team to prepare them for managing the new support system and allow the team to see how their solution was formed from day one. This approach to training means that LeedsBID now has an in-house team who is able to make changes and additions to the Zendesk based platform enabling them to grow and adapt the platform to be future proof.

Agent training was delivered on site by Netpremacy. This training took a relaxed approach so that agents had the chance to ask the questions they needed. The sessions also allowed them to see how the system would operate not only for LeedsBID but also the levy payers.

The training of both administrators and agents has allowed LeedsBID to position and manage their own Zendesk platform.

Vicki Freestone, LeedsBID Business Executive, said: “LeedsBID is always looking for ways to innovate and improve the customer experience whilst increasing our own internal productivity. It has been an absolute pleasure to develop Zendesk with Netpremacy, a key Leeds-based cloud technology firm.”

The project ran incredibly smoothly and now LeedsBid and Netpremacy are looking forward to a growing and continued relationship for the future.

Want to find out how Zendesk can enhance your customer service platform? Contact us.

22 May 2018

Managing Resistance to Change

 

In this blog post, I would like to underline how to go about managing resistance to change. As a trainer and therefore, the person on the ground during a change initiative, I am usually a prime target for directing resistance. Having experienced this in the past, I aim to highlight the methods and approaches Netpremacy use when dealing with resistance in a project.

It is important to have a plan of action for managing resistance. This will help to mitigate the impact of resistance on a business change and ensure a smooth transition between the old and new processes. Resistance is a natural human reaction that stems from the fear of moving into an unknown future state. It is, therefore, the role of a change manager to identify and address resistance, as well as get the right people involved in managing this on a personal and individual level. Poor change management can directly influence resistance, so in order to avoid these change management activities need to be at the heart of a project.

 

Resistance management and change management come hand-in-hand

Proactive change management is key to dealing with resistance. Training and communications activities are essential for many reasons:

To communicate the need for change, the effect it may have on people and the benefits it will bring in the future.

To expect certain obstacles and tackle them head-on in advance of the switch (for example, by creating MythBusters, FAQ’s, custom use cases, and many more).

To ensure people have all the knowledge they need to feel comfortable and confident with the new way of working.

Motivating and engaging employees through visible executive sponsorship and general support from management serves to create a burning platform and encourage positive emotion towards the change (see blog post on the importance of executive sponsorship). This can then be captured and leveraged to further spread the excitement and purpose.

Another aspect of change management is to expect resistance and empathise with the difficulty to adapt to new ways of working. There will always be a strong tendency to revert back to old ways, especially with deadlines and time constraints. It is normal for people to “quickly do something the old way” because it’s easier and they don’t have to think about it. Making yourself do something alien or unnatural and sticking to it is very hard so it is up to the change manager to facilitate the new processes and communicate the short and long-term advantages.

 

Addressing resistance

There are 3 steps to formally addressing resistance:

1. Identifying the resistors

2. Give them a part to play

3. Understand why they resist

The types of resistors that you frequently encounter are people who either have a strict routine for certain processes, are the ones who put the old processes in place, or already have heavy workloads and anticipate even more work as a result of the change. For example, in a typical G Suite deployment, those who are usually resistant to the transition are typically heavy spreadsheet users such as the finance department and PA’s because they have a unique way of working (with mail and calendar delegation).

Initial communications, such as a scoping survey that gauges how people currently work and what attitudes they have towards the project, are normally the first means of targeting resistance. In the first instance, you should pick out the people who are in favour of the change as these will help to spread excitement and positive energy around the organisation. Then, identify those who raise concerns about the change and get them involved in the project. Doing this will make them feel more in-control of the change and therefore, it will seem less scary because they are driving it. Taking this proactive (rather than reactive) approach to resistance management will help to reduce risks to the project rollout.

There is also a trend in the root causes of resistance that should be taken into consideration when understanding certain user groups objections.

Firstly, a common reason for resistance would be the lack of awareness. This is where clear and concise communications are vital to ensure complete transparency of why the change is happening, how it will be rolled out and when each stage is going to take place (see blog post on impactful communications).

Secondly, people are often afraid of the effects to their current and future job role. Employees sometimes feel that they may become less efficient at their work after the change, leading to the fear of job loss. Effective and engaging training gives these people the knowledge and ability to continue with daily operations, and floor walking allows trainers to provide one-on-one support to those still struggling (see blog post on effective and engaging training).

Lastly, another reason for resistance could be bad experiences in the past. As mentioned above, implementing change into an organisation requires visible support and commitment from managers. Without this, there are no apparent advocates of the change and so no-one pushing the project on the inside.

Assign resistance managers

Getting the right people involved from the start to combat resistance will facilitate the change management process. These people will be well respected to help push positivity and influence innovation.

Senior leaders are in the perfect position to enforce the need for change. If they devote time to the project to demonstrate their commitment, employees will value their input and opinion.

Middle managers represent leadership within the organisation already and are the closest figures of authority to employees. Being openly supportive and advocating for the change will motivate employees to follow suit.

Appointing these resistance manager roles can not only reduce negativity towards the project but also minimise ongoing resistance once the project has come to an end.

In summary

Having a plan for managing resistance is an important aspect of the change management process. From the early stages of a project, there are many factors to consider for managing resistant user groups in a proactive manner.

First of all, standard change management activities should be as strong as ever, especially if there are already high signs of resistance.

Then, an understanding of who is resisting and why is required to address resistance upfront by making them a part of the change.

Lastly, resistance managers from inside the organisation drive the positive need for change during the project and the increasing desire for innovation in the future.

Click here, for more information on how Netpremacy can help with change management for your business.

fraja change and training coordinator at Netpremacy

 

Fraja Hodges

Training and Change Coordinator

05 February 2018

The key to delivering effective and engaging training

 

Welcome!

 

A brief introduction to myself: my name is Fraja Hodges and I am one of the Netpremacy Training and Change Coordinators. After nearly two years of being a trainer, I thought it about time I put our training practices down on ‘paper’ to give you an insight as to how we at Netpremacy engage our audiences in training so as to provide them with the best possible support during any form of change initiative.

 

Training is a critical part of the change management process so it is important that it be delivered to a high standard. If learners leave the session feeling frustrated or confused, this can encourage a negative look on the product and the project as a whole. Inadequate training can lead to “bad-mouthing” of the product from trained users to other employees causing resistance and complaints. For big projects like a G Suite deployment, we are often completely uprooting daily procedures and making a huge difference to their whole working life that relies on these IT systems and technologies. A trainer’s role, particularly for, in this case, is to be not only motivating to build up enthusiasm and project energy into the session, but also inspiring in order to boost credibility and encourage innovation. With all the above in mind, I aim to explain the methodologies and approaches we apply to training here at Netpremacy and reveal our best practices from basic etiquette to the structured rules we embed into any form of training session.

 

Our Training Methodologies and Approaches

 

At Netpremacy, we make use of a range of training methodologies and approaches to ensure our audiences are fully engaged throughout the whole training session. Firstly, we apply the “Intro” model to kickstart our training, which is an acronym for Introduction, Need, Test, Range and Objective. Each of these components help to set the scene for training and can be delivered in any ordered. An Introduction to yourself as the trainer as well as the company you work for and their role in the project is a given, providing transparency from the offset. It is also vital that you allow your audience to introduce themselves, not only so that you can gauge who you have in the room (for both levels of seniority and departments) and what their concerns may be, but also so that you give them chance to talk, making the communication two-way. The Need for change is the most essential component of the “Intro” structure as it emphasises why they are there and why the change is happening, providing them with both a clear purpose for the change and burning platform for the product. Test their knowledge of the products to help you further understand your audience and tailor the training to best suit them. It might be that you have someone in the room who has previous experience or is already an advocate, which you can use to your advantage during the session to facilitate learning. The Range serves to inform your audience of how long the session will take and roughly how it is split up. In this section, it is good to set expectations of what the session is (ie. in-depth/focused training on a specific topic, a certain level (advanced, intermediate or beginner), a practical or demonstration-based session) and what the training covers (ordered agenda). Lastly, telling your audience the Objective of the training gives them something to work towards in the session and ensure they are fully confident when they leave that they achieved this.

 

Secondly, we like to follow the “Pose, Pause, Pounce” approach when delivering training. This relates to testing your audience: pose the question, pause for while, and if no-one voluntarily answers, pounce (it’s a good idea to remember at least three names from introductions). The attention span of a typical audience lasts about 7 minutes before you run the risk of losing them, therefore, it is important to make your session as interactive as possible. By asking questions, you are giving them a reason to listen and absorb the knowledge you are providing them, so that they can apply this when responding. Instead of making statements such as “This is what it does”, we try to convert these into questions: “Does anyone know what it does or can anyone guess?”. Don’t be afraid to pause long enough for someone to pluck up the courage to answer; people have a tendency to relate silence to awkwardness and will usually try to fill it, but if that fails, you can always follow by pouncing.

 

A trainer’s best practices

 

There are two stages to our best practices: the first is trainer etiquette and the second is a set of high-level rules to remember. Starting with etiquette, although not part of the training, this can directly impact your audience’s mindset and mood from the offset. If you give off a bad impression before you’ve even started your session, they will have that at the forefront of their minds throughout the training. This stems from looking unprepared or unprofessional, contributing to your credibility (or lack of). To get the audience on your side, from when they step in the room to when they leave, we have adopted this simple routine: (1) arrive early. This gives you time to properly meet your hosts, get ready for training (ie. log onto the WiFi and distribute handouts) and greet people as they walk in. (2) bring all the necessary equipment. You will most likely need to charge your laptop at some point during the day and you may even need to bring adaptors to connect to their resources. Making sure you are prepared for the day, gives your audience a sense of relief knowing that they are in safe and capable hands. (3) dress smartly. The key is familiarity, so understanding the organisation’s culture helps with finding that happy medium between professional and approachable – we have found that ‘smart, but not overly imposing or formal’ tends to tick all boxes. (4) leave the room the way you found it. The audience will be pleased to see you respecting their working environment, so if you’ve moved any furniture for training purposes, be sure to reposition these and take any rubbish away with you. These points may seem obvious, but I think they are greatly underestimated considering just how much of an impact they can have on your audience. They are an important aspect of a trainer’s best practices and are the epitome of the saying “minimum effort, maximum effect”.

 

In terms of the actual training, there are few rules of thumb that we deem essential to delivering a successful and engaging session. One of the most important to remember is that there are no “stupid” questions. A lot of people won’t speak up and ask for help through fear of looking a fool in front of their colleagues. It is, therefore, our job as a trainer to create a comfortable environment (or safe zone) where the audience feels confident enough to participate and ask questions. With this in mind, trainers should liberally praise those brave enough to speak up. So, you want to ensure your audience feels at ease, but you don’t want them to relax too much; otherwise, you may end up losing them to the classic early-morning tiredness or post-lunch coma. To combat this, you should utilise your space; if you’re stood up and moving around, you keep their eyes and therefore, their attention on you at all times. Rather than use your mouse, get up and point to the screen, or better yet, get them to.

 

To round up a training session, referring back to the objectives you outlined in the introduction helps provide your audience with a sense of satisfaction. They can clearly see that they have achieved what you wanted them to know by the end of the session, and if they haven’t, this gives them the chance to say so. Using a competency scale is a great way of ensuring that your audience feels confident enough to start applying their new-found knowledge as soon as they get back to their desks. On the flip side, it also allows you to identify anyone who is still struggling and may need one-to-one assistance. The closing of the session should then always be a recap of the next steps and the direction of immediate and long-term support.

 

Summary

 

There are lots of elements that can contribute to effective and engaging training from proven methodologies and preferred approaches to our best practices (built up and carried out by the Netpremacy Change Management team). In summary, a trainer needs to remove barriers to create a comfortable and informal environment for training, as well as leave space for interactivity to make the session as exciting and digestible as possible. These two main training streams, supported by the “Intro” model, the “Pose, pause, pounce” strategy, and various rules of thumb and etiquette as discussed in this blog post, are the key to an engaged audience and a successful training session.

 

If you would like to find out more about the training we offer here at Netpremacy, please check out our training page.