DMK Group benefits from customized Microsoft 365 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.

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. 

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.