In-depth technical training
This is about the domain, virtualisation, network equipment and perimeter security. The audience is the company's engineers, not accountants and salespeople.
Four options. The topics overlap; what differs is who is in the room and how deep we go.
A course for the whole organisation: different departments, different duties, but one shared picture of what is happening. Usually taken when something new is launched or a familiar tool is replaced.
One to one with an engineer, with the learner setting the pace. This format is ordered for directors and for new hires whose mistakes are expensive.
We train a whole department or a single shift. We advise against groups of more than ten: not everyone gets to ask their questions.
This is about the domain, virtualisation, network equipment and perimeter security. The audience is the company's engineers, not accountants and salespeople.
The list of topics comes from the ticket log. Sort six months of requests into categories and it turns out the vast majority come down to two or three recurring stories.
For salespeople. After the training deals stop living in a notebook.
For the whole company. Noticeably fewer incidents caused by emails with links.
For the whole company. Support requests drop right after a migration.
For marketing, support and analysts. Wrestling with text and documents takes less time.
For your own IT specialists. Less dependence on a contractor for small things.
Training pays off where the ticket statistics are visible. We take the ticket log, pick the most tiresome recurring items and build the course around them. A month after the training we compare the numbers: if the flow on those topics has dropped, the training worked.
We have no off-the-shelf programmes. Every course is assembled afresh for your particular configuration, internal procedures and the group's level.
We survey the future participants and go through the ticket log. Repeating what people already know means wasting their day.
We arrange the material around real working situations and show it to you for approval. At the end of each block the participants do something with their own hands.
We come to your office or connect remotely, and everything is recorded. We work in your system but on a copy with training data: it is impossible to damage the live one.
After the course you keep the recordings and a set of short guides. The next employee can work it out from them, with no need to call us back.
What irritates people is not the training itself but the suspicion that there will be more work after the rollout. So the first thing we show each person is which of their own tasks gets shorter. Then we work with their own documents. Lectures about the system's rich functionality really are maddening, and there is nothing to argue about there.
For ordinary users a couple of two-hour sessions is enough. With engineers it takes longer, counted in days. There is no sense stretching a single session: after the second hour attention drifts.
Yes, with staff turnover that is the usual arrangement. We train the first cohort, and after that you onboard people yourselves from the recordings and call us in only for the rare topics.
We produce a record with the topics covered and the participants' signatures. That is enough for internal reporting and to evidence an information-handling briefing. We do not issue state diplomas; we hold no education licence.
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It is already with a manager. You will get an answer within the working day, and urgent requests go to the duty engineer immediately.
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