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

Why One Day of Training Isn’t Enough?

Little survives a single classroom session

We all know the classic scenario. One week before go-live, every user is herded into a room. The system gets demonstrated for 6-8 hours, people take notes (or don’t), and then everyone heads back to their desk. The project team ticks the “training completed” box and moves on.

But what actually happens?

The Harsh Reality of the Forgetting Curve

The forgetting curve, first described by Hermann Ebbinghaus in 1885 and since confirmed by modern neuroscience, lays it out plainly:

• 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 numbers apply to passive listening. Active participation, repetition, and hands-on practice can improve them dramatically. The trouble is that a single-day session leaves no room for any of it.

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 solid technical background. The trainer has to pick an average pace, which satisfies neither the slow learners nor the fast ones.

2. Disconnection from Context

It is hard to see how the operations shown in a theoretical session map onto your actual job. The question “How does this work for process X in our company?” tends to go unanswered.

3. Timing Problem

Training delivered 1-2 weeks before go-live is mostly gone by the time the system opens. Training that comes too early is every bit as useless as training that comes too late.

4. Psychological Resistance

You don’t overcome resistance to change with a single session. Users show up thinking “the old system was better,” and most of them walk out thinking exactly the same thing.

Training Needs Analysis (TNA)

Needs analysis is the foundation of the training plan

The first step in building a user training plan that works is answering one question clearly: who do you need to teach, what, and how much? That’s where a Training Needs Analysis (TNA) comes in.

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

Decide where to focus given 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 model makes a visible difference to retention

The 30-60-90 day model treats training as a phased journey rather than a one-off event. Each stage has its own goals and its own methods.

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 get more value out of 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 resolve 70% of exception cases and knows which transactions need 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 train new employees in the same department and brings forward suggestions to improve the system.

Blended Learning Strategy

Blended learning appeals to different learning styles

Blended learning deliberately mixes different methods so that every learner gets what they need. The point isn’t to force one format on everyone, but to deliver the right content through the right channel.

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

What to look for in 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 method by far: doing 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

With train-the-trainer, you take people from inside the company and turn them into effective trainers, building a lasting training capacity in the process. That way you don’t have to look outside every time a new need comes up.

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 how you find out whether the training actually worked and where people still need help. Saying “we ran the training” isn’t enough; the real question is whether users can genuinely do the job.

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 manufacturer with 180 employees was moving to a new ERP system. The first approach was the usual one: two days of intensive classroom training, the same content for everyone. After go-live it fell apart. Support requests ran four times higher than estimated, productivity dropped by 40%, and the firm had to run the old system in parallel for two 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, so everyone learned it.” The forgetting curve gets ignored and nothing is reinforced. Result: 60-70% knowledge loss at go-live.

2. Not Performing Needs Analysis

Giving everyone the same training. You end up teaching the production module to an accountant and inventory management to the sales team. The result is wasted time and disengagement.

3. Providing Training Too Early or Too Late

Training given two months before go-live is forgotten; training given the day before can’t be digested. Timing is what decides it.

4. System-Only Focused Training

“Press this button, this screen opens” style training. Why we do it this way, how the business process works, how exceptions are handled: all of it goes unanswered.

5. Not Measuring Training Effectiveness

“We had them sign an attendance form” doesn’t mean the training worked. Knowledge tests, practical assessment, and job performance all need to be measured.

6. Not Planning Post-Go-Live Support

The training team walks out on go-live day and users are left on their own. The first weeks are critical, and without support people slide straight back into old habits.

7. Neglecting Change Management

Training isn’t just a transfer of technical knowledge. It also means answering “why are we changing,” managing resistance, and keeping people motivated.

Correct planning prevents training errors

Knowledge Retention and Training Success Metrics

Track the following metrics to gauge whether your user training plan is working (representative target values):

User Training Plan Checklist

Frequently Asked Questions (FAQ)