This is the opposite of the "all training to all people" approach (See Symptom 5). In this case, the training plan includes no redundancy. People are trained on their tasks and their tasks alone, without taking into consideration two critical business needs: 1) They can do their jobs better when they know what the people up and down the process stream need to do their jobs, and 2) They might not be there every day or, worse, they might leave that job altogether.
At Caveo Learning, we use cascading lesson libraries, which provide end users with insight into both the input and output needs of their tasks, as well as making it easier for new staff to get up to speed. (It also dramatically improves flexibility for adding new processes and updates, but that is a story for another day.) While there are other ways to ensure you have coverage and that end users understand the inputs and effects of their tasks, you need to build in some overlap or redundancy. Not only does overlap help with process continuity, but it also builds teamwork.
Symptom 10: The Training Consultants are Noobs
The last symptom is the one that makes people angry...and for good reason. Larger integrators and consulting firms believe that ERP training is a great place for them to train their own staff on ERP implementations. As the CIO of a Fortune 100 company commented, "It's common knowledge that a bus load of college kids shows up at this point."
How can you determine the level of experience of the outside training consultants? Ask the training developers and trainers, directly, about their past work experience and educational background. If they sound like someone you would hire for that role, you are probably in good shape. If not, then ask the project lead to assign more experienced people.
Curing the Underlying Disease (Or at Least Measuring its Impact)
There you have it. Ten symptoms to help you self-assess the deeper issues that will lead to poor training and, as a result, a greater likelihood your ERP implementation will fail to meet stated timelines and business goals.
While it is easy to trim the training budget and make decisions at training's expense, it is much harder to measure the impact of ineffective training. Or, in the cases where training deliverables were unmet, measuring ROI loss for what did not happen.
That being said, your business case and/or blueprint includes (or should include) metrics assigned to training and desired performance improvements at the functional level -- and there are ways to forecast the likelihood of meeting these metrics by looking at how the efficacy of your training might affect them.