Training Plan: Why One Day Isn’t Enough? The 30-60-90 Day Model

Why One Day of Training Isn’t Enough?

One-time classroom training is insufficient for permanent learning

The traditional training approach works like this: One week before go-live, all users are gathered in a room. The system is demonstrated for 6-8 hours, participants take notes (or don’t), and then everyone returns to their work. The project team checks the “training completed” box.

But what actually happens?

The Harsh Reality of the Forgetting Curve

The forgetting curve, discovered by Hermann Ebbinghaus in 1885 and confirmed by modern neurology, shows the following:

• 1 hour after training: 50% of information is forgotten
• 24 hours after training: 70% of information is forgotten
• 1 week after training: 90% of information is forgotten
• 1 month after training: Practically nothing remains

These statistics apply to passive listening. Through active participation, repetition, and application, these rates can be dramatically improved—but there is no time for these in a single-day training session.

Other Problems with One-Time Training

1. Different Learning Speeds

In the same room, someone seeing the system for the first time sits next to someone with a strong technical background. The trainer sets an average pace—satisfying neither the slow learners nor the fast learners.

2. Disconnection from Context

It is difficult to understand how the operations shown in theoretical training will be applied in the participant’s actual job. The question “How does this work for process X in our company?” remains unanswered.

3. Timing Problem

Training provided 1-2 weeks before go-live is mostly forgotten by the time the system opens. Training that is too early is just as ineffective as training that is too late.

4. Psychological Resistance

Resistance to change cannot be overcome with a single training session. Users arrive with the thought “the old system was better” and leave with the same mindset.

Training Needs Analysis (TNA)

Needs analysis is the foundation of the training plan

The first step in creating an effective user training plan is to provide clear answers to the question, “Who do we need to teach, what, and how much?” This begins with a Training Needs Analysis (TNA).

The Four Steps of TNA

Step 1: Determining Current Competency Levels

Measure the current knowledge and skill levels of each user group:

• Surveys: Self-assessment forms
• Interviews: Meetings with managers and key users
• Observation: Current ways of working in the existing system
• Tests: Basic computer skills, current system competency

Step 2: Defining Target Competency Levels

Determine which operations each role must be able to perform in the new system:

• Job analysis: Daily, weekly, and monthly transactions for each role
• Process map: Who will do what in the new workflows
• Authorization matrix: Which role will access which screens
• Exception scenarios: How unusual situations will be managed

Step 3: Calculating the Competency Gap (Gap Analysis)

Measure the difference between the current state and the target state:

• Critical gaps: The project will fail if the work is not done
• Important gaps: Efficiency drops, but the work continues
• Nice-to-have: Skills that will provide extra efficiency

Step 4: Determining Training Priorities

Determine what we will focus on with limited time and resources:

• Critical roles: Key users, managers
• Critical functions: Invoicing, ordering, production tracking
• Critical times: Month-end closings, seasonal peaks

30-60-90 Day Training Model

The phased training model dramatically increases knowledge retention

The 30-60-90 day model structures training as a phased journey rather than a one-time event. Different goals and methods are used at each stage.

The First 30 Days: Basic Competency

Goal: The user becomes capable of performing basic daily tasks on the system.

Training Content

• System login and navigation
• Basic transactions (data entry, record creation)
• Frequently used reports
• Accessing help resources

Methods

• Classroom training (theoretical foundation)
• Hands-on practical work
• On-the-job shadowing (buddy system)
• Daily check-ins and Q&A

Success Criteria

The user can complete basic transactions without support. Representative target: 80% independence.

Days 31-60: Advanced Competency

Goal: The user can manage exception scenarios and derive more value from the system.

Training Content

• Exception scenarios and solutions
• Advanced reporting and analysis
• Integration with other modules
• Shortcuts and efficiency tips

Methods

• Advanced training in workshop format
• Case studies (real scenarios)
• E-learning modules
• Weekly office hours

Success Criteria

The user can independently solve 70% of exception cases. They know which transactions require manager approval.

Days 61-90: Transition to Expertise and Mentor Role

Goal: The user optimizes the system and can support new users.

Training Content

• Process optimization
• Troubleshooting and debugging
• Discovery of new features
• Train-the-trainer

Methods

• Mentor matching
• Project-based learning
• Best practice sharing sessions
• Performance coaching

Success Criteria

The user can provide training to new employees in the same department. They bring forward system improvement suggestions.

Blended Learning Strategy

Blended learning appeals to different learning styles

Blended learning is an approach that responds to the needs of every learner by strategically combining different training methods.

Components of Blended Learning

1. Face-to-Face Training (30%)

When to use:

• Topics requiring conceptual understanding (system architecture, process logic)
• Complex workflows
• Situations requiring group discussion
• Change management and motivation

2. E-Learning Modules (25%)

When to use:

• Standard, repetitive transactions
• Step-by-step procedures
• Need for learning at different speeds
• Use as reference material

Features of e-learning modules:

• Short 5-10 minute modules (microlearning)
• Interactive screen simulations
• End-of-chapter quizzes
• Progress tracking and reporting

3. On-the-Job Learning (35%)

The most effective learning method—performing real transactions in a real environment:

• Buddy system (matching experienced + new users)
• Performing real transactions under supervision
• Daily/weekly task lists
• Experience of making and correcting mistakes

4. Coaching and Mentoring (10%)

For individual development:

• One-on-one sessions
• Performance feedback
• Career development guidance
• Consultancy for challenging situations

Advantages of Blended Learning

• Flexibility: Everyone can progress at their own pace
• Cost optimization: Using expensive face-to-face training only where necessary
• Scalability: Consistent training in multi-location firms
• Retention: Reinforcement through different methods

Train-the-Trainer Model

Internal trainers are the foundation of a continuous learning culture

Train-the-Trainer is an approach to creating continuous training capacity by turning selected individuals from within the company into effective trainers.

Why Train-the-Trainer?

• Cost savings: Reduction in the need for external consultants/trainers
• Cultural fit: Trainers who know the company language and culture
• Continuity: Ready training capacity for new employees
• Knowledge protection: Keeping corporate knowledge within internal resources
• Rapid adaptation: Agile response for system updates

Internal Trainer Selection Criteria

• Deep knowledge of the system
• Communication skills and patience
• Desire and ability to teach
• Being respected by colleagues
• Being in a position to allocate time

Train-the-Trainer Program Content

Part 1: Training Pedagogy (Representative: 8 hours)

• Adult learning principles
• Learning styles and adaptation
• Active learning techniques
• Questioning and answering skills

Part 2: Content Preparation (Representative: 8 hours)

• Training material design
• Presentation preparation techniques
• Hands-on activity planning
• Creating assessment tools

Part 3: Presentation Skills (Representative: 8 hours)

• Effective presentation techniques
• Dealing with difficult participants
• Time management
• Giving and receiving feedback

Part 4: Application and Feedback (Representative: 8 hours)

• Trial training (pilot)
• Video recording and analysis
• Peer feedback
• Improvement plan

Competency Assessment

You cannot manage what you cannot measure

Competency assessment is a systematic approach to measuring the effectiveness of training and identifying areas for development. It is not enough to say “we provided training”—we must seek the answer to the question, “Can users actually do this?”

Assessment Methods

1. Knowledge Tests

• Multiple-choice questions
• True/false questions
• Matching questions
• Open-ended conceptual questions

2. Practical Assessment

• Performing live transactions on the system
• Solving scenario-based problems
• Testing in a simulation environment
• Time-constrained task completion

3. Observation and Feedback

• On-the-job performance observation
• Manager assessment
• Peer assessment
• Feedback from customers

Competency Levels

Use a 4-level scale for each skill:

• Level 1 – Aware: Knows the subject but cannot perform it
• Level 2 – Practitioner: Can perform with support
• Level 3 – Competent: Can perform independently
• Level 4 – Expert: Can teach others

Assessment Timing

• Pre-training: Determining the starting level (baseline)
• At the end of training: Measuring immediate learning
• After 30 days: Measuring knowledge retention
• After 90 days: Reflection on job performance

Field Example: Training Transformation in a Manufacturing Firm

Real Case (Unbranded)

Situation

A machinery manufacturing firm with 180 employees. Transition to a new ERP system. Initial approach: 2 days of intensive classroom training, same content for all users. Chaos after go-live—support requests 4 times higher than estimated, productivity dropped by 40%, necessity to work in parallel with the old system for 2 months.

Steps Taken

1. Training Needs Analysis: 6 different user roles were defined, and a competency matrix was created for each role
2. 30-60-90 Model: Training was divided into 3 stages, with competency assessments at the end of each stage
3. Blended Learning: E-learning modules were prepared, and a buddy system was established
4. Train-the-Trainer: 8 key users were put through a 32-hour trainer training program
5. Post-go-live support: On-site support team for the first 2 weeks, followed by support at decreasing intensity

Result (Representative)

• 65% reduction in support requests (during the second go-live)
• User satisfaction: Increased from 45% to 82%
• Time to reach full productivity: Dropped from 6 weeks to 3 weeks
• 55% savings in external trainer costs (thanks to train-the-trainer)
• New employee training time: Dropped from 2 weeks to 1 week

7 Most Common Training Mistakes

1. One-Time Training Approach

The assumption that “we explained it once, everyone learned it.” The forgetting curve is ignored, and no reinforcement is provided. Result: 60-70% knowledge loss at go-live.

2. Not Performing Needs Analysis

Giving the same training to everyone. Teaching the production module to an accounting employee or inventory management to the sales team. Waste of time and lack of interest.

3. Providing Training Too Early or Too Late

Training given 2 months before go-live is forgotten. Training given 1 day before is not digested. Correct timing is critical.

4. System-Only Focused Training

“Press this button, this screen opens” type of training. Questions like why we do it this way, how the business process works, and how exceptions are managed remain unanswered.

5. Not Measuring Training Effectiveness

“We had them sign an attendance form” does not mean the training was successful. Knowledge tests, practical assessments, and job performance must be measured.

6. Not Planning Post-Go-Live Support

The training team leaves on go-live day, and users are left alone. The first weeks are critical, and without support, users return to old habits.

7. Neglecting Change Management

Training is not just technical knowledge transfer; it is also answering the question “why are we changing,” managing resistance, and providing motivation.

Correct planning prevents training errors

Knowledge Retention and Training Success Metrics

Track the following metrics to measure the effectiveness of the user training plan (representative target values):

User Training Plan Checklist

Frequently Asked Questions (FAQ)