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Build an internal team of ServiceNow experts & train users

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1 Build an internal team of ServiceNow experts & train users
Success Pillar: Create excitement, drive adoption

2 Success Pillars – Structure
State and measure your business goals Actively lead the transformation Get your ServiceNow foundations right Create excitement, drive adoption 1 State your transformation vision and outcomes 1 Engage executive sponsor to drive change and remove roadblocks 1 Manage to “Out-of-the Box” 1 Design an engaging self-service employee & customer experience 2 Build your business case 2 Find, manage, and coordinate capable, certified partners 2 Discover and map your service assets 2 Design an optimal agent and rep experience 3 Build a phased program plan, identify quick win 3 Build dedicated, dynamic governance process, policies & team 3 Plan your architecture, instances, integrations and data flows 3 Create change management plan 4 Baseline and track performance, usage KPIs and metrics 4 Reimagine how you want work processes to flow 4 Plan for upgrades at least once a year 4 Build an internal team of ServiceNow experts & train users 5 Define and map out your business services 5 Build a community of champions 6 Manage platform demand

3 Build an internal team of ServiceNow experts & train users
Training and skill development should not just be ‘one-and-done’ for meeting initial implementation requirements: rather, training and skill development for your ServiceNow team, process users, and customer base should be ongoing, and build a comprehensive set of skills and knowledge to enable your transformation. To take a holistic view of training, organizations must understand the skills required to manage ServiceNow as a program of action and transformation. This improves your talent pipeline for ServiceNow roles (i.e. platform team and process users) and increases organizational engagement around the value of service delivery. Insight: Build an internal team of ServiceNow experts & train users Building and training an internal team of ServiceNow experts involves targeting three populations: The ServiceNow Platform team, which needs training to design, support, and maintain the ServiceNow platform process users, who are the primary users of the platform through fulfilling employee requests and who need to be fully trained to support the services you offer Users who need to be made aware of how service management can help them, and who need to be trained to be comfortable with the tools and services you offer using ServiceNow, so they adopt those tools and services Key Implementation Steps Start Improve Optimize 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

4 1. Determine the expert resources needed on a ServiceNow team
Step 1a: Determine needs for internal ServiceNow expertise (Slide 1 of 2) Implementation of ServiceNow should begin with a thorough assessment and identification of the expert roles needed to support the platform Understand the roles and knowledge needed on the ServiceNow Platform Team to provide platform design, support, configuration and maintenance Define the roles and expertise needed that will comprise your ServiceNow platform team ServiceNow Platform owner: Senior leader who leads the decision making for the platform with expertise in governance, business and platform strategy ServiceNow Platform Architect: Senior technical leader who creates and maintains a detailed view of the existing platform, with expertise in consultative leadership, business strategy and governance, along with strong technical abilities ServiceNow Application Developer: Senior technical resource who is able to design, build, and customize applications and services, with expertise in advanced system administration, systems design, requirements gathering and scripting ServiceNow System Administrator: Assures stability and performance of ServiceNow platform with expertise in application maintenance, user management and managing support incidents, along with strong technical abilities ServiceNow Quality Assurance Engineer: Ensures the quality of the platform with expertise reviewing requirements and technical designs, and in software quality assurance methodology ServiceNow Business Analyst: Expertise in working with key project stakeholders to capture business and user requirements and communicating those requirements to the platform team ServiceNow Trainer: Expertise in creating materials and delivering user training that ensures effective and efficient use of applications ServiceNow Project manager/Scrum master: Expertise in planning, managing, and delivering software releases (Continued on the next slide) Practitioner Insight: The size of your ServiceNow team and expertise required will vary based on the scope of your ServiceNow deployment (e.g. supporting multiple products, need for building custom apps). Initially, you may only have a few resources and those resources will take on multiple roles. Typically, there are on 2 – 3 members of the team and they wear multiple hats. For example, the Platform Owner and System Administrator (maybe the same person), and Application Developer are roles addressed and may not even be fully dedicated to the role. Project management can be borrowed from your program management team. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

5 1. Determine the expert resources needed on a ServiceNow team
Step 1a: Determine needs for internal ServiceNow expertise (Slide 2 of 2) Understand the roles and knowledge needed on the ServiceNow Platform Team to provide platform design, support, configuration and maintenance (Continued) Create a chart that documents each roles’ responsibilities and accountabilities (a RACI) to ensure platform needs are being addressed Assess the number of expert staff needed to resource the ServiceNow platform team Review your implementation roadmap to determine which products being are implemented, when and how they are phased out. This will help you gain insight into the level of expertise your team will need provide and when Work with your implementation partner to determine if initial support for some of this expertise can be handled by the partner and then transitioned back over time Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

6 Step 1b: Document needed training, certifications, and skills
Training needs to be a key component of enterprise service transformation, and fully funded across the program lifecycle. To support this, the training budget needs to be owned by a Senior Executive who can protect funding as organizational priorities and needs evolve. Research ServiceNow’s technical product training course and certification options and calculate the training costs needed to train your ServiceNow platform team Research local or online providers of ITIL training and certifications Review the ServiceNow Training and Certification Guide for available paths by role and by product Review training paths applicable to the ServiceNow products your company is implementing (e.g. ITSM, ITOM, ITBM, CSM, HR, Security, Platform) Estimate costs for training and certifications Review ServiceNow Training and Certification courses and  ServiceNow Training Catalog to obtain costs Incorporate other training opportunities such as industry and ServiceNow events (e.g. Knowledge, NowForum/NowSummit) Partner with your Finance team to build out a model of the associated costs to use to determine the overall budget needed for compensation, training and certifications Work with your Executive Sponsor to get budget approval Assemble a mission critical skill list and a wish list of skills your ServiceNow platform team should possess or develop  Top skills should include: Technical skills, especially with cloud-based products  Communication and collaboration skills  People skills Some top capabilities would include: An understanding of what outcomes you want to achieve and how to measure the value realized An understanding of Artificial Intelligence (AI) and Analytics  A focus on innovation for better business outcomes  Practitioner Insight: Training needs to be integrated with the organization’s overall skills and training roadmap for transformation, ensuring that soft skills such as collaboration, negotiation, and influence are included as well as more structured service management and operational skills. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

7 2. Develop a training plan to build up ServiceNow expertise
Step 2: Develop a training plan to build up ServiceNow expertise (Slide 1 of 2) ServiceNow and service management training should include formalized training activities, and on-the-job learning opportunities to build key skills.  Training needs to be integrated with the organization’s overall skills and training roadmap for transformation, ensuring that soft skills such as collaboration, negotiation, and influence are included as well as more structured service management and operational expertise. Document training requirements for the ServiceNow platform team by role, (see step 1) which will be used to help build training plans for your team Create a matrix of training requirements which will include a row for each role and a column for key learning opportunities including ServiceNow related training ServiceNow certifications Service management concepts Other related certifications (e.g. ITIL, PMP) Industry-related expertise Product area expertise (e.g. HR, Customer Service, Security, etc.) Skill development (technical, soft, etc.) (Continued on the next slide) Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

8 2. Develop a training plan to build up ServiceNow expertise
Step 2: Develop a training plan to build up ServiceNow expertise (Slide 2 of 2) Create training plans for each member of the ServiceNow platform team Perform a training needs assessment with each member of the team using the training matrix to determine where expertise gaps exist for each person in each role Assign training plans for each member of the team and address any gaps from the training needs assessment Define training and certification paths for team members based on the ServiceNow products you are implementing and your role-based needs assessment Set training deadlines to finish before implementation starts If using a partner for implementation, use the partner to upskill your ServiceNow platform team  Work with you partner to determine opportunities for group and individual training Ensure your partner is supporting ServiceNow implementation knowledge transfer by providing any technical and development materials Practitioner Insight:  ServiceNow provides access to tools and resources on the Customer Success Center which offers best practice guidance and templates. Incorporate these resources into your training plan. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

9 Step 3a: Identify who will train your process users
Process user training is critical. Process users (e.g., your service desk agents, change managers, HR analysts, field service agents, project managers, security team support agents, customer service representatives, etc.) are the front line for most services offered on your ServiceNow Platform – they interface with your users and make sure users get the services they need. To be successful, you need to make sure these process users understand what they need to do in ServiceNow and how. Remember – not all training is created equally. It’s worth it to seriously consider how to best train your process users, and to make sure that trainers completely understand your specific ServiceNow implementation, so they can apply that knowledge in their work. Determine what resources you will use to provide training to your process users; by ServiceNow, your partner, internally through your ServiceNow Platform team or a combination Assess where ServiceNow can develop and deliver customized training to your process users according to your specific implementation. Training packages scale from a small group of process users or trainers to thousands of process users Consider a ‘train the trainer’ approach by having ServiceNow train selected ‘process user trainers’ who will learn from the ServiceNow trainer and then pass that knowledge along to train the rest of your team Work with your partner to determine what types of process user training they offer Develop training through your team If you filled a ServiceNow Trainer role on your platform team (defined in step 1), investigate what that person can support in terms of training development and delivery. However, you will still likely need assistance from the team (and your partner) for curriculum development If you didn’t hire a ServiceNow Trainer yet, identify and assign trainers from the ServiceNow Platform team or from your Learning and Development team who will build and conduct training for process users Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

10 3. Develop a product training plan for ServiceNow process users
Step 3b: Create a training curriculum plan for process users (Slide 1 of 2) The key in creating a services-led organization is empowering process users. It is essential to identify and train the staff who are going to be the initial process users. This will ensure they understand and feel empowered with the tools to drive adoption. Create a curriculum plan to determine the learning activities process users need to know about ServiceNow to deliver world-class services Work with process user management (e.g. the service desk manager) to determine the training goals you would like to achieve  Define entry level courses for first time users Define advanced level training to provide more in-depth knowledge for advanced users (i.e. power user who handles a high amount of service transactions) Define ‘train the trainer’ classes to enable process user leaders to provide training to their extended teams. Define skill development training to promote performance specific goals such increasing NPS through soft skill training Based on your training goals, develop a list of courses to be developed and delivered Consider using levels for courses that have a lot of content and presenting them by level of advancement (e.g. level 1 – basic, 2 – medium, or 3 – advanced) Determine methods used to deliver training LMS: Connect with your HR or Learning & Development team to determine if your company has Learning Management System (LMS) that can be used to deliver training Virtual instructor-led training Instructor-led training in-person Self-paced virtual training available on-demand training opportunities (Continued on next slide) Practitioner Insight: Ensure training materials are multi-modal. Classroom training for key staff can be augmented by videos, quizzes, and social media and gamification campaigns. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

11 3. Develop a product training plan for ServiceNow process users
Step 3b: Create a training curriculum plan for process users (Slide 2 of 2) Create a curriculum plan to determine the learning activities process users need to know about ServiceNow to deliver world-class services (Continued) Assign trainers to develop materials for each of training course they will offer Build out course descriptions, instructor and student workbooks, slides to deliver content, step by step product demonstrations, labs, etc. Develop post training quizzes to validate users retained and understood the learning content Develop a post training survey to gain feedback on the training content and the instructor Create a calendar that lists upcoming and future training opportunities including enrollment deadlines Create a calendar with courses, dates courses will be delivered, the delivery method and student size limits Select a subset of process users to complete training before pilot so they can test the solution Set training deadlines to finish prior to Go-Live. Start training 2 – 3 months prior to Go-Live to ensure timely completion Select the delivery method for each of your courses (e.g. LMS, other tools) Work with process user team leaders to determine the method to communicate the availability of training If training will be delivered by a partner or ServiceNow, use their method of enrollment Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

12 Step 3c: Build ongoing support for training and measure outcomes
The organization needs to ensure that line managers are aware of their coaching responsibilities to ensure training is not a one-time event. Meet with senior management to build ongoing support for training and service adoption by end users Meet with senior leaders of process user teams (e.g., service desk leaders) to educate, gain buy-in and stress the importance of training Develop a training scorecard that tracks process user training performance and completion for managers to review Determine how training has impacted employee and team job performance by tracking “before” and “after” metrics  like satisfaction survey scores, first call resolution, and time to resolution Practitioner Insight:  The biggest cause for failure to learn is insufficient managerial support for changing work activities post-training. Senior management must ensure that line managers understand the need for training, and support staff trying out new ways of working as they apply new concepts and ideas to the organization. To promote training opportunities, managers should reward those that take training seriously. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

13 Step 4: Extend service management training to the broader organization
Training also needs to extend beyond the immediate service process user and ServiceNow Platform team to familiarize the entire organization with what is offered by ServiceNow. Users need to be made aware of how they can get value by adopting ServiceNow services and working with process users. Introduce the ServiceNow platform to the broader community Conduct sessions targeted at users (i.e. employees submitting service request to process users) and the greater community of your organization to educate and promote awareness of service management, increase adoption of the Now Platform, and build a community of champions Schedule webinars Lunch & Learns, or talk about service management at company or team meetings Promote sessions through various methods such as internal social tools, posters in the breakroom, elevators, etc. (partner with your internal communications and marketing teams to assist) Provide a baseline education of what service management is and the benefits of using it  to provide context of why the organization adopted ServiceNow Perform short product demos to demonstrate use cases applicable to the audience (i.e. examples of service requests they will be using) Work with your ServiceNow Account team to help prepare content, and help prepare or perform product demonstrations Provide examples of what business units in your organization are already using ServiceNow along with any success stories with metrics (e.g. time and money saved, increased automated, higher NPS, etc.). If your implementation is new, work with your ServiceNow account team to get examples of similar organizations and their results  Make user training and tools available to users to promote adoption and reduce ambiguity of non-IT employees Create and provide access to short videos, infographics and other tools to provide insight into the service and process being offered Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

14 Step 5a: Connect the ServiceNow platform to career development
To reliably deliver value and support enterprise transformation goals using the ServiceNow platform over time, it’s important to deepen your ServiceNow ‘talent bench.’ Don’t stop expanding ServiceNow expertise in your organization once you have a core team in place. Consider this – if one of your experts leaves the team, how will you quickly backfill their role without having developed similar expertise in others? Create career development paths for your ServiceNow platform and process user team Develop your ServiceNow Platform team Document and communicate with the team career opportunities within the ServiceNow Platform team and in other areas of the organization (e.g. IT, Security, etc.) Incorporate training requirements into team goals, individual performance reviews and as components to merit raises Consider paying out bonuses and/or level promotions (e.g. associate, senior, principal) based on training and certification attainment and maintenance Encourage process user managers to link ServiceNow and service management training to process user performance and growth opportunities Include training as part of team goals and career development Build a talent pool for the ServiceNow platform team  Use process users as an expanded resource to support the platform team. This is also a way to evaluate and expose process users to potential careers paths on the platform team. Opportunities include: Involve process users in development, design and testing opportunities. This will not only benefit the team as extended resources, but also allows access and insight into potential future candidates for the platform team Identify heavy process user users who are high performers and get feedback on design, enhancements and innovation opportunities Allow top performing process users to shadow the ServiceNow Platform team Use top performing process users to test upgrades and new applications Extend certification opportunities to process users As use of the Now Platform expands as will the pool of potential platform team candidates including external employee referrals Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

15 Step 5b: Refresh and enhance training ongoing (Slide 1 of 2)
As the Services journey develops, training and development needs will shift rapidly. It’s important the organization actively tracks new developments in service delivery, and in ServiceNow functionality. Continually evaluate training based on what is required to make new approaches work across the enterprise. Provide ongoing training opportunities Consider using the ServiceNow Learning Library, which provides 24/7 access to training courses supplemental to traditional training Incorporate other training and networking opportunities including industry and ServiceNow events (e.g. Knowledge, NOW Forums, SNUGs, CreatorCon) Other ServiceNow learning resources include ServiceNow Developers and Demo Center Align your training plan with your ServiceNow roadmap Review updated roadmaps that come out of governance meetings Prior to ServiceNow upgrades, enroll your ServiceNow Platform team into release-focused training webinars (e.g. Madrid release) Refresh ServiceNow training and certifications for the team at least once a year. ServiceNow updates training courses and certifications every other release Create non-classroom training activities such as: Working with mentors across the enterprises on soft skills Contributing to the ServiceNow Community by monitoring Q&A and contributing answers to other customers Joining the ServiceNow Developer Program which provides resources to learn, build and deploy applications on the ServiceNow platform, and offers resources (e.g., technical library, developer community, online training, etc.) to ensure a successful application building experience Populating your Knowledge Base to grow organizational knowledge (Continued on the next slide) Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

16 Step 5b: Refresh and enhance training ongoing (Slide 2 of 2)
Provide training to the ServiceNow platform team on topics beyond standard product and skills training Incorporate education on your organization’s vision, strategy, and goals so the team can understand and deliver better business outcomes. Include topics on: The importance of digital transformation Ways to reimagine workflow processes  Next generation of innovation tools, such as artificial intelligence Incorporate training on human centered design (HCM) to arm the team with enhanced skills to provide better employee and customer experiences   Create a feedback loop to extract lessons learned from training and then incorporate them into enhanced training and product design Review post training satisfaction surveys and follow up on opportunities for improvement Incorporate training feedback into development of enhanced user support with the product; baked in FAQ, guided messaging for the user, etc. Steps 1. Determine the expert resources needed on a ServiceNow team 2. Develop a training plan to build up ServiceNow expertise 3. Develop a product training plan for ServiceNow process users 4. Extend service management training to the broader organization 5. Build career development and learning

17 KPIs and Stakeholders Key Performance Indicators Essential KPIs
# certified staff for key ServiceNow roles # staff that completed soft skills training Impact of training on job performance Availability and scope of training budget ‘Nice to Have’ Pipeline of potential internal candidates for service management positions % of users who have completed training Stakeholder Map Responsible/Accountable ServiceNow Platform Owner Learning & Development Service Owners Human Resources Senior Management Consulted/Informed IT Developers Process Owners Service process users Case Agents Adoption Champions


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