ABSTRACT
The training program for an ERP implementation, as with any other form of corporate activity, must be held accountable for results. Unfortunately, the traditional methods of measuring the training do not work in the LRP model. Counting the number of hours a person was trained or the number of people trained, or even the dollars spent on training, is not effective. None of these traditional measures determine if learning has occurred or was translated into action. In fact, developing an elaborate ERP training program without determining whether or not the program is contributing to the corporate bottom line is simply poor management.
