DMK Group benefits from customized Microsoft 365 training
Digital workplace improves flexibility and agility
To meet these objectives, several projects have been initiated that aim to make the organization more versatile, innovative and efficient. One of these is called “New Work”. In the “Future Workplace” subproject, the team led by Robert Wähnke is working on redesigning the IT workstations of some 3,300 administrative, field sales and production control staff. At the heart of each of these digital workplaces are cloud-based applications and services provided by Microsoft 365 that support digitally networked operations across various sites, both at the office and from any other location.
DMK is expecting Microsoft 365 to deliver greater business agility and efficiency. However, Change and Adoption Manager Florian Schomaker is also well aware that technology alone is no guarantee of success. “After all, the project isn’t called ‘New Technology’ – it’s called ‘New Work’. This involves a large number of complex changes, because the digital workplace requires new ways of thinking and working. That naturally causes some uneasiness to start with, because people tend to react hesitantly or skeptically to change. It’s therefore all the more important to show our employees and management staff in advance what kind of benefits the new ways of working offer them personally and what will become easier for them as a result,“ he explains.
Flexible and needs-based solution with Blended Learning – tts Microsoft Empowerment
As DMK sees it, technological advances and the effects of the coronavirus pandemic mean traditional instructor-centered training has become obsolete. The DMK Group is heading in new directions with tts, embracing a fresh and flexible concept.
During a multi-stage selection process, the DMK Group opted for the Blended Learning – tts Microsoft Empowerment solution. “Besides the solution itself, we were impressed by the fact that tts catered flexibly to our wishes and worked closely with us to develop a training concept that is geared to the specific needs of our staff, while also giving them a strong sense of personal responsibility,” continues the HR manager.
We felt things got off to an absolutely amazing start, partly thanks to the highly efficient communication with tts throughout this phase of the project. We always had the same contacts and were able to reach them without any problem whenever we needed to, which saved us valuable time.
Focus on key users and process training
The concept focuses on some 100 key users. Prior to the rollout of Microsoft 365, they are trained in how to handle the new working methods and processes so they can subsequently act as floor runners, passing on their knowledge when their colleagues need help orchestrating the various Microsoft 365 applications. Examples include correct filing, rights management for shared data on OneDrive or SharePoint, the organization and scheduling of Teams meetings, and minute writing for online meetings using OneNote.
To find out exactly where training is required in each case, tts first established the actual situation at a kick-off meeting during which it also defined the objectives and specific training content with DMK. This content was then prepared in several languages, the training system was set up and, after technical testing, a pilot training course took place with the participation of Wähnke, Head of IT Services & Workplace Solutions, who is in charge of the project at DMK. “We felt things got off to an absolutely amazing start, partly thanks to the highly efficient communication with tts throughout this phase of the project. We always had the same contacts and were able to reach them without any problem whenever we needed to, which saved us valuable time,” he recalls.
Highly successful learning thanks to coordinated formats
DMK considered flexible, modular and complementary learning formats to be particularly important during the training, so tts split the one-week courses into a synchronous and an asynchronous phase.
During the synchronous phase, the key users took part in three online sessions, each lasting two hours, which meant they could easily be integrated into the working day. The training plan also included two optional online support sessions during which participants could enter into dialog, clarify outstanding issues and rehearse process sequences together in the system.
During the asynchronous phase, the key users independently used web-based training content provided by tts to fill specific gaps in their knowledge. Exercises also gave them the opportunity to try out new processes themselves in the system, using an online chat function to discuss any problems that arose with a DMK trainer.
Schomaker considers the concept to be a complete success. “Based on the feedback from key users and our own observations, the training has been very well received and we are achieving rapid results,” he reveals. Besides the actual training concept, however, wise selection of the key users is also contributing to this success. “We deemed it important for all end users to ideally know at least one of the key users in person or have a key user in their immediate working environment – not just because this strengthens the feeling of belonging, but also because it’s then much less daunting to ask for help,” adds Schomaker.
The DMK Group will decide whether the key user training is still sufficient following the actual Microsoft 365 rollout when the time comes. According to Schomaker, the key users and various online events before and during the software launch mean the organization is already in a good position. “Should it become apparent that we need to provide specific employees or all staff with additional training, we will do so. Overall, though, we’re on the right track, because our staff are behind the entire ‘New Work’ approach and are supporting it,“ he emphasizes.
DMK Group
With around 7,800 employees at more than 20 locations and sales of 5.6 billion euros, the DMK Group is the third-largest supplier to the food retail industry. In 2019, the DMK Group formulated its ”Vision 2030“ – a new mission statement setting out its future direction. The associated transformation went beyond positioning brands, developing new products and making both production and processes more efficient. The whole thing was to be based on an agile organization that creates a greater sense of personal responsibility, breaks down hierarchies, develops talent, fosters a strong feeling of community and puts a stop to silo mentalities – objectives that can obviously be achieved in more than one way. This led to a multi-pronged approach within the DMK Group, redistributing tasks and optimizing processes to realign the entire organization.
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