Although training is one of the most cited critical success factors in Enterprise Resource Planning (ERP) Systems implementations, few empirical studies have attempted to examine the characteristics of management of the training process within ERP implementation projects. Based on data gathered from a sample of 158 respondents across four stakeholder groups involved in ERP implementation projects, and using a mixed method design, we have assembled a derived set of training best practices. Results suggest that the categorized list of ERP training best practices can be used to better understand training activities in ERP implementation projects. Furthermore, the results reveal that company size and location have an impact on training best practices relevance. This empirical study also highlights the need to investigate the role of informal workplace trainers in ERP training activities.

1. An Empirical Identification
and Categorization of
Training Best Practices for
ERP Implementation
Projects *
José Esteves
IE Business School
jose.esteves@ie.edu
* Esteves J. (2013). An Empirical Identification and Categorization
of Training Best Practices for ERP Implementation, Enterprise
Information Systems journal, March 2013.
http://www.tandfonline.com/doi/abs/10.1080/17517575.2013.771411?journalCo
de=teis20#.UhXfo2b8IdU

2. Although training is one of the most cited critical success
factors in Enterprise Resource Planning (ERP) Systems
implementations, few empirical studies have attempted to
examine the characteristics of management of the training
process within ERP implementation projects. Based on
data gathered from a sample of 158 respondents across
four stakeholder groups involved in ERP implementation
projects, and using a mixed method design, we have
assembled a derived set of training best practices.
Results suggest that the categorized list of ERP training
best practices can be used to better understand training
activities in ERP implementation projects. Furthermore,
the results reveal that company size and location have an
impact on training best practices relevance. This empirical
study also highlights the need to investigate the role of
informal workplace trainers in ERP training activities.
Abstract

3. Training best practices dimensions for ERP
implementation projects.
N Training Best Practices
dimensions
Factor Cronbach
1 2 3 4 5 6
Training Managerial dimension 0.874
21 Contingency plan for refresher
courses.
0.85
23 Involvement of HR department in
the training process.
0.85
20 Create mechanisms of training
evaluation.
0.80
16 Create a continuous training
program.
0.73
15 Monitor and control the training
budget.
0.72
Training Planning dimension 0.812
3 Training must respect the
company’s critical periods/dates.
0.88
8 Training planned in advance. 0.84
5 End-user training – one to two
months before ERP go-live.
0.76
7 Free users from their daily
activities.
0.69
Training Method dimension 0.808
24 Use e-learning tools 0.80
19 Encourage knowledge sharing
among users
0.75
22 Training manuals - both online and
within the ERP system.
0.73
13 Give user exercises to do every
week before go-live.
0.64
Training Alignment dimension 0.779
10 Training content focused on the
users short-term needs.
0.79
17 Extend training beyond use- to
implementation-issues.
0.70
14 Training language should be the
language of the company.
0.63
4 Organizational alignment focus. 0.63
12 Involve users in design of the
training course
0.62
Training System dimension 0.695
2 Good support center dedicated to
the users doubts.
0.82
1 Using the customized ERP system
and not a generic version.
0.79
9 Provide an ERP system for testing. 0.72
Trainers dimension 0.665
11 Trainers with experience 0.86
6 Create mixed teams as trainers. 0.71
18 Informal training 0.62

4. Conclusions
This empirical study sheds light on practical training best
practices in ERP implementations by developing a
categorization of training best practices. The categorization
of ERP training best practices provides a framework for
managing training taking into account the different best
practices identified by all the stakeholders. The
categorization indicates that it is possible to satisfy the needs
of different stakeholders by carefully integrating and
coordinating some ERP training aspects. This study also
identifies a new actor role: informal workplace trainers which
have not yet been studied.
The contributions of this study include empirical evidence
that supports the notion of organizational practices in terms
of ERP training as the enabling factor that induces learning
behaviour in the workplace - particularly during the time of
change.
The managerial implications that stem from the empirical
results suggest that organizations need to redefine the role of
ERP training practices to be more organizationally oriented.
Further studies, particularly those using qualitative
methodologies, may add depth to what is understood about
this topic.