FUJ00001276
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ICL Pathway Training Programme Ref: SU/TRN/0001
Training Needs Analysis Version: 1.0
Date: 19/03/97
Document Title: Training Needs Analysis for the BA/POCL Counter
Automation Project
Document Type: Report
Abstract: The training needs to be satisfied in order to
support the BA/POCL Counter Automation
programme and the associated course
specifications.
Status: Issued
Distribution: L Holt, ICL Pathway
Trevor Rollason, PDA
Author: Stuart Kearns
Comments to: L Holt
Comments by: 24 March 1997
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© 1997 ICL Pathway Ltd
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ICL Pathway Training Programme Ref: SU/TRN/0001
Training Needs Analysis Version: 1.0
Date: 19/03/97
0 Document control
0.1 Document history
Version Date Reason
1.0 19/03/97 Input from PDA
0.2 Approval authorities
Name Position Signature Date
SL Kearns Peritas Ltd 19/03/97
L Holt ICL Pathway
0.3 Associated documents
Reference Vers Date Title Source
PATH/TNA/O01 1.7 Training Needs Analysis for the Peritas
BA/POCL Counter Automation Project Ltd
0.4 Abbreviations
Not Applicable
0.5 Changes in this version
Not Applicable
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0.6 Table of content
Contents
1, Document Control...
1.1 Change Control
1.1.1 Changes since last issue
1.1.2 Changes forecast...
1.1.3 Reason for this issue.
1.2 Status..
1.3 Scope...
1.4 Cross Reference:
2. Management Overview
2.1 Introduction.
2.2 Objective of the Training Programm
2.3 Population to be traine
2.4 Baseline Competencies.
2.5 Learning Gap....
2.6 Proposed Training Programm
3. Approach..
3.1 Research Undertaken
3.2 Establishment of Training Delivery Capabilit
4. Findings...
4.1 Benefits Agency.
4.1.1 BA Training Programme.
4.2 Post Offices.
4.2.1 Types of Post Office.
4.2.2 Basic Competencies.
4.2.3 Job Roles...
4.2.4 Numbers of Stafl
4.2.5 Availability for Training.
4.2.6 The Operational Environment.
4.3 Facilities of the Automated Platform.
4.4 Training Delivery Option:
4.4.1 In-Outlet Training.
4.4.2 Classroom Training.
4.4.3 Programmed Learning..
4.4.4 Computer Based Training (CBT;
4.5 Maintaining Competencies..
Recommendations...
5.1 Implementation Training.
5.1.1 Post Offices...
5.1.2 Benefits Agency.
5.2 Staff Changes...
2.1 Staff Turnover.
2.2 Staff Promotions.
5.3 Product/Facility Update Training,
5.3.1 Approach........ .
5.3.2 Categories of update. . .
5.3.3 Update categories and training strategy 18
6. Appendices.... ese .
AUUNARERER RRR
uv
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Training Needs Analysis Date. 19/03/97
1. Document Control
1.1 Change Control
1.1.1 Changes since last issue
This document incorporates the discussions regarding training delivery strategy undertaken between ICL
Pathway, PDA, POCL and Peritas Ltd..
1.1.2 Changes forecast
‘The document will be maintained in response to feedback received throughout the programme.
1.1.3. Reason for this issue
For acceptance by ICL Pathway Ltd. and PDA.
1.2 Status
Draft for review and potential acceptance
13 Scope
The document includes those training events intended to satisfy the baseline objective of the training
programme provided by ICL Pathway Ltd to support the implementation programme of the BA/POCL.
Counter Automation programme, i.e. “To ensure that all staff who work in post offices are competent in
the use of the automated platform, are aware of the impact on operational procedures caused by the
introduction of the platform and that specialist staff are provided with the appropriate additional
information to perform their job role within an automated post office”
1.4 Cross References
None
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2. Management Overview
21 Introduction
22 Objective of the Training Programme
ICL Pathway have contracted Peritas Ltd to provide the training programme in support of the BA/POCL
Counter Automation project. The training programme is required by ICL Pathway to meet the following
objectives:
Compatibility - The programme must be managed and delivered in a manner consistent with the
implementation programme undertaken by ICL Pathway Limited and their other subcontractors.
‘Timeliness - No individual is to be trained more than five working d:
of their normal counter position.
's prior to the automation
To the required scope, which is - “To ensure that all staff who work within a post office
are competent in the use of the automated platform, are aware of the impact on
operational procedures caused by the introduction of the platform and that specialist
staff are provided with the appropriate additional information to perform their job role
within an automated post office”
Achieve appropriate competence levels - The delivered programme is required to ensure that
95% of personnel have a minimum competence that they are capable of processing 90% of all
transactions undertaken by their base office correctly.
2.3 Population to be trained
The current contract between BA/POCL and ICL Pathway Ltd provides for 67,000 staff to be trained.
The analysis has identified approximately 71,000 staff to be trained excluding turnover of both staff and
postmasters which will occur during the implementation programme. The number of staff within the
roles identified are:
Postal Officers 7950
Branch Managers/ABM/POA 1300
Subpostmasters 17750
Subpostmasters’ Assistants 40000
Franchise Managers & Staff 2000
Nominees & Staff 1000
Retail Network Managers 350
Auditors 200
Post Office Security 100
POCL Helpline 160
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POCL Trainers 130
Regional Support Staff 200
Heads of Retail Network 16
PDA User Acceptance Team 20
24 Baseline Competencies
There are fundamentally four groupings of competencies within the post office organisation, as defined
by Steve Dance of POCL SW & SW Region.
Numeracy ~ all POCL employees are required to pass a numeracy test, subpostmasters are not.
Counter Operations - it is POCL policy that all post office personnel are expected to operate the
counter transaction services offered at their location. ‘Training however, is variable with POCL
employees having a 6 week training course whereas subpostmasters have a 10 day event, with subsequent
in-outlet support, they are also expected to take responsibility for the training of their counter staff.
Office Administration and Accounts “The daily and weekly balancing functions together with
additional systems administration functions introduced by the platform need to be included within
training for management grades.
Specialist Functions - ‘There are specialist and senior management functions within regions and CB HQ
e.g. audit and fraud investigations which require a more in-depth knowledge of the control and
administration functions of the programme.
25 Leaming Gap
For the majority of personnel a training programme covering counter transactions, daily and weekly
balancing and reporting functions, complemented by the changes to the associated procedures is
sufficient to meet their day to day operational requirements.
For managers, specialists and support staff a longer course covering both counter and management
implications of the programme is required.
Although the above requirements would satisfy the needs in terms of establishing operational
competence, it is essential that there is a 100% attendance at the training programme for users and
support staff. To accomplish this a high degree of co-operation is required within the post office. The
User Awareness programme must include a high level of quality information on the implementation
process and a motivational incentive for all locations and be attended by the majority of managers and
staff.
26 Proposed Training Programme
‘The training programme for the BA/POCL Counter Automation programme on behalf of ICL Pathway
Ltd. should be modular in form, designed to be delivered to meet the operational requirement of the post
office with the minimum disruption to the business and inconvenience to personnel.
‘The programme as a whole is introduced by the User Awareness event which enables offices to plan for
the implementation and generate the necessary awareness of the business benefits which are enabled for
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both POCL and their network of Branch and Sub post offices by the introduction of the Counter
Automation programme.
Counter staff within post offices are provided with a 1 day event, typically within 3 days of
implementation.
‘Managers, specialists, support staff and other staff who deputise for managers are offered a 1.5 day event
covering the stock control and accounting functions in addition to the counter functions and procedures.
‘The training courses are closely synchronised with the implementation programme being delivered 10-12
weeks and 5 days prior to the target user “go-live” date.
All staff are invited to the Awareness programme, and it is highly desirable for all. staff and managers of
post offices to attend. However, it is recognised that business and domestic pressures will result in some
staff being unable to attend and therefore contingency procedures are required to ensure that such staff
are not disadvantaged in the subsequent implementation programme.
lll staff who work within a post office must attend the appropriate course and achieve the necessary level
of competence. Alll courses include a competence test relating to their ability to process a number of
transactions to the required level of competence.
Following installation all post offices receive an training review visit to provide support and clarification
of any issues which may have arisen.
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ICL Pathway
Training Programme
Training Needs Analysis
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Ref: SU/TRN/0001
Version: 1.0
Date: 19/03/97
Awareness
Programme
Initial
Training
& Accreditation
Tn Outlet
Practise
(manual offices only)
TRAINED
OFFICE
(go live)
Training
Review Visit
UPDATE
PROGRAMMES
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3. Approach
31 Research Undertaken
The research undertaken has included:-
(a.) Reviews with BA/POCL secondees into Pathway.
(a.) Discussion with the reference South West & South Wales Region training staff.
(a.) Attendance by Peritas trainers on the following activities:-
Sub Postmaster’s Induction Course (Hereford).
Post Office Cash Accounting Course Cardiff).
(d)Detailed reviews with POCL National Training Consultant - Sue Smith.
(e.) Reviews with BA training development.
(a.) Visits and discussion with 6 reference post offices within the Swindon ai
discussion with local (North West & North Wales Region) sub postmasters.
ind supplementary
3.1.1 Sources of Information
POCL Secondee (Palm Singh)
BA Secondee (Julie Walsh)
BA Secondee (Mark Cousens)
Post Masters Induction Course (Angela Hillier)
Cash Accounting Course (Steve Dance)
POCL Procedural Manuals
Interviews with POCL staff at both branch offices and sub postmasters within the assigned (Swindon)
area.
Meetings with POCL Training Managers (Melanie Sherman)
Meeting with POCL Training Consultant (Sue Smith)
Benefits Agency (avid Steene)
3.2 Establishment of Training Delivery Capability
In addition to the ability to train the post office staff to use the automated platform it was considered at
an early stage that for the training programme and individual trainers to have credibility they would
require a familiarity with POCL operations rather than simply knowledge of the automated platform.
The establishment of a trainer’s induction programme which incorporates understanding of both the
automated and non-automated office is critical to the success of the programme.
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4, Findings
41 Benetits Agency
4.4.1 BA Training Programme
The Benefits Agency training development unit is developing a series of training modules which define
the basic processes for BA staff when interacting with the CAPS system. These processes are generic and
relate to any type of benefit. The modules are:
© Introduction to CAPS
New and repeat claims action, on PDCS
The effect of CAPS on payments
Enquiries/Information
Changing details on PDCS
Dealing with changes that affect card payment
Conversion and Transition
Additional checks, outputs and instructions
Consolidation - end to end business processing of business events
The BA training programme does not include any details of changes within post office operations relating
to the payment of benefits or the information which benefits offices may obtain from post offices when
making payments.
4.2 Post Offices
4.2.1 Types of Post Office
‘There are a number of types of post office including:
e Branch Offices
* Modified Subpostoffices, which supersede the geographic scope previously covered by a
Branch Office
© Franchise Offices
© Cash account subpostoffice
© Non cash account subpostoffice
‘These post offices vary in size, and other than Branch Offices, ownership. ‘The principal groups of
employer are:
© Post Office Counters (Branch only)
© Multiple Retailers e.g, Martins Retail
© Independent Retailers
In addition there is a large variance in the size of offices as shown below
Counter Number of Total Counter Percentage of Percentage of other
Positions post offices Positions in use Benefit Transactions POCL transactions
(Excl. EPoS)
1 8,784 8,784 11.55
2 12758
3 7,191
4 3,088
5 1,530
6 1,326
7 1,148
8 1,088
9 738
10+ 1,856
Totals 39,507
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4.2.2 Basic Competencies
4.2.2.1 Numeracy
All POCL employees are required to pass a numeracy test, subpostmasters are not.
4.2.2.2. Counter Operations
It is POCL policy that all post office personnel are expected to operate the counter transaction services
offered at their location. Training however, is variable with POCL employees having a 6 week modular
training course whereas subpostmasters have a 10 day event, with subsequent in- outlet support, and are
also expected to take responsibility for the training of their counter staff.
4.2.2.3 Office Administration and Accounts
All subpostmasters, counter managers and some assistants, plus other management functions. The daily
and weekly balancing functions together with additional systems administration functions introduced by
the platform need to be included within training for management grades,
4.2.2.4. Specialist Functions
‘There are specialist and senior management functions within regions and CBHQ (e.g; audit and fraud
investigations) which require a more in-depth knowledge of the control and administration functions of
the system.
42.3 Job Roles
‘There are 25 job titles (with associated grades) within the post office organisation, These titles may be
simplified into the following roles:-
Postal Officers (POCL)
‘The function of this job role is to serve POCL customers with a varied range of transactions. ‘They are
accountable to POCL and all clients for report production, daily and weekly, and are fully accountable for
all transactions, plus cash and stock. Approximately 50% of postal officers are part-time.
Branch Managers, Assistant Branch Managers and Postal Officer with Allowance
Responsible for the efficient operation of their post office throughout the year. ‘They provide operational
expertise in resolving areas of uncertainty in client/customer service. ‘They are fully responsible for their
staff and the production of an office cash account.
Subposunasters (Agent of POCL)
They are business people with a private business acting as POCL agents for the community. Their
expertise is basically the same as a postal officer, with the additional responsibility for the production of
the office account.
Subpostmasters’ assistants (employee of a Subpostmaster)
Are employed by sub postmaster and theit general duties are basically the same as a postal officer and are
not always independent stock or cash holders but can carry out weekly balances for their sub postmaster.
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Franchise Managers (Employee of Franchise owner or Multiple Retailer)
Mainly dedicated staff employed to operate post office concessions within larg
perform the same job role as branch manager/postal officer. Staff employed within these outlets are
normally part-time and the concession opening hours normally are extended to be the same as the retail
outlet.
Multiple (Nominees)
Multiple companies, e.g. Forbuoys, operate chains of retail outlet in which a post office service is run.
‘The staff running the post office are normally employees of the particular multiple. ‘They perform the
same role as subpostmasters and subpostmasters’ assistants.
Retail Network Managers (POCL)
POCL employed managers who are responsible for the efficient operation of a number of post offices
providing advice on various topics, responsible for appointing subpostmasters and branch managers.
Relief Subpostmasters (Freelance)
Normally contracted in by the subpostmaster for holiday relief, they have the same responsibilities for the
smooth running of the business and normally have the same skills levels as subpostmasters.
Regional / National Auditors (POCL)
Responsible for all financial/accounting and operational procedures within the post office.
POCL Security & Investigation Service (POCL)
Responsible for the prevention/investigation of both external and internal crime. ‘They have a working
knowledge of POCL counter operations and accounting procedures.
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POCL Helpline (POCL or Freelance)
Normally ex postal officers who provide telephone support to both counter staff and the public.
POCL Trainers (POCL)
Responsible for training counter staff in a classroom environment and on the job training within a
franchise outlet or subpostoffice.
Regional Support Staff (POCL)
Experts within POCL who will support the post offices with any operational problems they may
encounter.
Heads of Retail Network (POCL)
‘This group are the line managers of the Retail Network Managers.
4.2.4 Numbers of Staff
Postal Officers 7950
Branch Managers/ABM/POA 1300
Subpostmasters 17750
Subpostmasters’ Assistants 40000
Franchise Managers & Staff 2000
Nominees & Staff 1000
Retail Network Managers 350
Auditors 200
Post Office Security 100
POCL Helpline 160
POCL Trainers 130
Regional Support Staff 200
Heads of Retail Network 16
PDA User Acceptance Team 20
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425 Availability for Training
The critical factors are:-
50% of POCL counter staff and 80% of subpostoffice assistants work part-time and a significant
percentage are female with domestic responsibilities.
A large number of offices with 1 or 2 counter positions have a small establishment, typically operated by
a husband and wife. The implication is that day time training would involve either closing the business or
incurring the expenditure of a relief postmaster. ‘The actual option exercised would be governed by the
POCL reimbursement policy.
4.2.6 The Operational Environment
Counter positions are generally cramped and subject to interruption to service customer requirements,
even when officially closed. ‘They are therefore unsuitable for the efficient delivery of initial training
relating to agreed major operational change.
4.3 Facilities of the Automated Platform
The facilities currently defined by ICL Pathway as included within Release 1 of the automated platform
are:-
Order Book Control Service (OBCS).
Benefit Encashment (BES)
Electronic Point of Sale (EPoS)
Automated Payments System (APS)
‘These functions transform the processing of counter transactions and will significantly impact the existing
balancing procedures and submission of data to Chesterfield.
4.4 Training Delivery Options
441 In-Outlet Training
‘The operational environment precludes the efficient delivery of in-outlet training, ‘The AnPost
experience, where such an approach was applied, resulted in a much slower progression towards live
working than would be acceptable for this programme (je. 1 month from installation) complemented by a
much more labour intensive requirement for training staff.
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4.4.2. Classroom Training
A dedicated classroom event, with user interaction and a delivery within the context of the business
operation has been identified by research to be the most efficient process for initial learning. However,
to be truly efficient the venues must be readily accessible i.e. 15-30 minutes travel, and timings of events
must satisfy both business and domestic requirements.
44,3. Programmed Learning
Programmed learning techniques using an operational workbook have been found to be efficient
provided the following conditions can be provided:
(a.) Readily accessible support for problem areas.
(a.) Awareness by the trainee that their individual progress is being monitored.
(a.) Time to undertake the consolidation exercises within the programme by the required deadline.
For the majority of post offices the conditions could only be provided for limited learning activities e.g.
update programmes.
444 Computer Based Training (CBT)
CBT would provide the ideal medium for training consolidation and subsequent provision of back-up
support. However, the secure nature of the Riposte application, the heart of the automated platform
precludes the coexistence of other software packages. As a consequence this approach has been
discounted as not technically viable, rather a training mode where procedures may be undertaken from
within, rather than alongside, the application could be used to replicate and record progress. Such a
facility could be used to provide ongoing support, remedial and refresher training as the product and
personnel develop.
45° Maintaining Competencies
Having established the core operational competencies it is essential to maintain expertise as staff within
the business change and also new postmasters are appointed.
The general levels of staff turnover are:-
POCL staff (ow) < 5%
Subpostmasters (Medium) 10%
Subpostmasters’ assistants (High) 15-20%
The subpostmasters’ assistants turnover rate is derived from studies undertaken by Peritas Ltd on behalf
of Camelot Group PLC of post office National Lottery outlets.
POCL themselves do not monitor the competence of subpostmaster’s assistants and there are legal
constraints which imply that POCL are not permitted to provide training and development for this group
which represents approximately 60% of the population.
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5, Recommendations
5.1 Implementation Training
5.1.1 Post Offices
‘The training programme for the BA/POCL Counter Automation programme on behalf of ICL Pathway
Ltd. should be modular in form, designed to be delivered to meet the operational requirement of the post
office with the minimum disruption to the business and inconvenience to the personnel.
The programme as a whole is introduced by the User Awareness event which enables offices to plan for
the implementation and generate the necessary awareness of the business benefits which are enabled for
both POCL and their agencies by the introduction of the programme.
‘Training for counter staff must be delivered within a classroom environment, the duration for this
training being 1 day to ensure that there is sufficient learning and practical time to reach the target level
of competence and for proper assessment. However, some will require the 1.5 day course in order to
enable them to undertake additional duties or provide management cover.
‘Management and support personnel, including relief staff, require an extended course of 1.5 days
include the management and administration functions within the post office. In order to provide
flexibility of timing this would be offered within 5 working days of the planned implementation.
‘The training courses are closely synchronised with the implementation programme being delivered 12
weeks and 5 days prior to the target user “go-live” date. Each event will be made available within 30
minutes travelling time for the majority of outlet staff and at a time to cause minimum operational and
personal inconvenience.
Al staff should attend the awareness programme and, in addition, all staff who work within a post office
must attend the course appropriate to their role and achieve the necessary level of competence. To
ensure this, the site survey must encompass verification of the management duties undertaken, in
particular identifying staff who deputises in managerial positions. A training review visit is provided
which may be apportioned according to the individual needs of the staff within an office, i.e. a small
office with 3 staff would have a half day of general support. The needs will also vary according to the
type of transition undertaken by an office e.g, for an automated office the visit will be synchronised to
support the initial live operation.
The training programme incorporates testing and review procedures which correspond to Kirkpatrick
levels 1 and 2 in accordance with service level agreements specified in Requirement 915 of the contract
between PDA (for BA/POCL) and ICL Pathway Ltd.
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5.1.2. Benefits Agency
‘The current BA development programme is deficient in that there is a lack of awareness of those
developments within post offices which could be used to improve the level of service provided by BA
offices to the public. It is recommended that all BA staff undertaking a training delivery role should
attend the core post office staff training programme or that an equivalent briefing programme be
established,
In order to address these deficiencies within the current programme the following supplementary training
services are recommended:
5.1.2.1 Training Consultancy
‘Training consultancy, available from ICL Pathway (Peritas) on a call off basis. This service will provide
for a two-way review and assurance of the BA training products.
5.1.2.2 Facilitators Training Course
A half day training course for up to 15 “CAPS training handover” facilitators. The detailed content to
include:
The impact on post offices
Horizon rollout strategy
Procedural changes within POCL
Operation of CMS and PAS
5.1.2.3 Handover workshops
‘The new concept of payment by card needs to be conveyed to all staff, particularly Field Training
Officers. This would occur prior to the delivery by BA of their handover workshops.
5.2 Staff Changes
5.2.1 Staff Turnover
5.2.1.1 POCL Offices
It is considered that the responsibility for training new staff within POCL’s own offices is best
undertaken by incorporating training for the automated platform within the counter skills tr
currently being reviewed by the National Training function within Post Office Counters Ltd.
staff should be required to attend the POCL Train the Trainer event provided by Peritas on behalf of
ICL Pathway Ltd. Having attended the event they will be included in the distribution list for trainer
update notifications and also be authorised to order training materials. In order to ensure maintenance of
training standards the trainer accreditation will include a formal update /refresher event provided either
annually or to support new product releases.
5212 Franchise Offices and Multiples
Although many franchise/multiple retailers have their own training organisations, their lack of knowledge
of post office procedures causes such retailers to be considered as independent sub postmasters from the
perspective of staff turnover training.
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5.2.1.3. Independent sub post offices (i.e. Sub post offices not owned by a multiple retailer)
During the implementation programme it is recommended that new sub postmasters and their assistants
receive the standard training programmes for manual offices with a supplementary Horizon counter
training event appropriate to their role.
5.2.2. Staff Promotions
During the roll out period counter operations staff may be promoted to management positions or
otherwise asked to perform a management function not covered by the basic counter operations course.
ICL Pathway will offer a 1 day management upgrade course. This event would review basic counter
operations, in order to verify baseline entry competence, and cover those topics covered in the manager’s
course, Appendix D3 but not included within D2.
‘The associated competency test would cover management functions only.
5.3. Product/Facility Update Training
5.3.1 Approach
Update training will be carried out whenever a post office is planned to receive new or updated software
functionality to their existing ICL Pathway work station system.
Update training will comprise one or all of the following dependant upon degree of user change involved
in the upgrade or release:
© Classroom training
.
Self study materials
e Plain notification
5.3.2 Categories of update
‘There are 3 categories of update defined for which therefore is a corresponding training s
5.3.3 Update categories and training strategy
Category 1:
A new product which uses existing counter processes and equivalent procedures to those already
being used.
Policy:
An updated workbook would be made available for staff to practise using training mode.
Category 2:
A new transaction and/or new process within existing subsystems.
Policy:
An in-outlet update or series of seminar type briefings provided during the working day or
evening respectively.
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Category 3:
A new subsystem, or major revision to human computer interface for existing transactions.
Policy:
Classroom training provided in half day, i.e. up to 3 hours, the timing of which is determined by
trainee. Options being p.m. or evening.
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6. Appendices
Appendix A: Detailed Job Roles
Appendix B: Required Skills
Appendix C: Programme Overview
Appendix D: Course Specifications
Appendix E: Glossary of Terms and Abbreviations
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Appendix A Detailed Job Roles
A.1 Postal Officer
Function
The function of this job role is to deliver a range of services to the customer including utility bill
payments, selling stocked product lines, payment of benefits, banking and mail services. They are
accountable to POCL and responsible for production of daily and weekly client reporting, till balancing,
stock and cash ordering movement.
For new entrants POCL offer a modular six week training course covering all aspects of the job
description. This training normally takes place at one of POCL’s training centres and is classroom based.
Training Constraints
‘Training for experienced staff must not inhibit their ability to provide a service to the public at the
counter. The training programme must not require them to be away from their counter position for long
periods of time during the working day.
A.2 Sub Postmaster/Nominee/Franchisee
(also: Sub Postmaster’s Holiday Relief)
Function
‘The function of this job role is to deliver a range of services to the customer including utility bill
payments, selling stocked product lines, payment of benefits, banking and mail services. They are
accountable to POCL and responsible for production of daily and weekly client reporting, till balancing,
stock and cash ordering movement. At present much of the workload is paper based. For new staff going
into the above roles some POCL regions offer a 1 day induction course covering an explanation of the
following elements:
1. Auditors report on taking over the business.
1. Nomination of trainer to work with the new owners for a period of 2 weeks during normal
hours of opening.
1. Follow up visits would be undertaken by the trainer on the next 2 subsequent weeks to assist
with weekly balancing,
4, Public/staff awareness of new product lines.
1, Explains in detail the 2 week “live” training and how it is customer driven in real time
situations.
1. The trainer in this situation uses a check list and any transactions not covered live will be
explained in detail before the end of the two week training period.
1. The trainer completes an assessment and appraisal sheet on the subpostmaster and any
problems can be highlighted. ‘There is also an area on the assessment where the new sub
postmaster can comment on the training they have received.
‘The Induction Course normally takes place at one of POCL’s training centres. The two week “course”
is normally at the post office outlet.
Training Constraints
After the Induction Course a POCL Trainer is allocated to a particular outlet for a period of 2 weeks.
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Because these outlets are normally owned by the subpostmaster, off the job training during business
hours presents difficulties. Training has to be on an ad-hoc basis in a “live” situation covering
transactions as they happen, Any transactions in this period not covered “live” from the trainers check
list will be covered in theory.
After training the outlet will receive a trainer’s support and help for the following two cash account
periods.
‘The staff in this job role are as required by the shop/subpostoffice business as a whole, in most cases it
is a one or two person outlet which would not be able to function if training did not take place in situ.
Some staff may have limited IT knowledge but such knowledge cannot be assumed.
A.3 Retail Network Manager (RNM)
Function
Functionally equivalent to the area manager of a group of sub post offices, having responsibility for a
number of offices within a defined geographic area. The RNM acts as a trouble shooter for POCL.
passing information and advice to allocated sub postmasters on the operation of the business. ‘They are
also responsible for retaining or terminating agent’s contracts to run the sub post office and conducting
audits. This role is critical to the success of the roll out throughout the network.
An RNM’s responsibilities include the following:
Ensuring that allocated outlets run in a professional manner in line with POCL guidelines.
A full understanding of all POCL working procedures.
Liaison with branch managers and sub postmasters and reporting back to POCL.
Resolution of all operational problems relating to his/her area.
Auditing of the offices for which they have responsibility.
reps
Training Constraints
None, given appropriate notice.
A.4 Branch Manager/As:
stant Branch Manager / POA
Function
Responsible for the efficient operation of their outlet throughout the year. ‘They provide operational
expertise in resolving areas of uncertainty in client / customer. They are fully responsible for their staff
and the production of an office cash account.
Training Constraints
None, given appropriate notice..
A.S Helpdesk Staff
Function
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Currently POCL operate help desks for all post office outlets and the general public.
‘The help desk is well used, not only by POCL staff but also by the general public, It provides a ready
source of information on procedural elements of the business etc and answers queries on new products
ete.
‘Trends are monitored in the type and frequency of questions raised. Once a trend or recurring problem
has been established the information is passed to the relevant department and any remedial process is
then actioned.
Training Constraints
None, given appropriate notice.
A.6 BA Helpdesk
Function
BA operate a similar help desk for enquires from the general public. It provides a ready source of
information on procedural aspects of various types of benefit payments and entitlements.
Training Constraints
None, given appropriate notice.
A.7 POCL Trainers
Function
‘The trainers are responsible for training new sub postmasters and also new and existing staff on any
procedural changes or new products on behalf of POCL.
Training Constraints
None, given appropriate notice.
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A.8 BA Trainers
Function
‘The trainers are responsible for training new and existing staff on any procedural or new products on
behalf of the Benefits Agency.
Training Constraints
None, given appropriate notice.
A.9 Regional Support Staff
Function
The trainers are responsible for the support of sub postmasters and also new and existing staff on any
procedural changes or new products on behalf of POCL.
Training Constraints
None, given appropriate notice.
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Appendix B Required Skills
B.1 Correlation of Counter Terminal functionality to Job Holder
‘The charts below identify the subcomponents of the application supported by the automated platform
and correlates the relevant function to each job holder within the Post Office organisation.
Rote Aware HW START DESKTOP CTR CLERK
view UP. MENJ TRANS ADMIN
Postal Officer a a a
Sub Postmaster a
Franchise Manager
[Counter Assistants (sub)
Relief Postmaster :
Branch Manager :
[Assistant Branch Manager
Retail Network Manager
Nominee Area Manager
Regional auditor
[Audit Manager
[CRU Staff :
CRUManager :
POCL Helpdesk Manager
Helplines
Regional Trainers
POCL security
RML Managers
[Group Managers (multiple)
Multiple Group Trainers
Cashco
Regional M
ent
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Role OFF GEN SUPPORT EOS EOD cow
BALANCE MAINT ROUTES PROCS PROCS PROCS
Postal Officer
‘Sub Postmaster
Franchise Manager
[Counter Assistants (sub)
Relief Postmaster
Branch Manager
[Assistant Branch Manager
Retail Network Manager
Nominee Area Manager
Regional! National auditors
[CRU Staff
CRU Manager
POCL Helpdesk Manager
Hetplines
Regional Trainers
POCL security
ML Managers
[Group Managers (multiple)
Multiple Group Trainers
[CashCo
Regional Management
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Role ‘STOCK US DATA TRAINER AUDIT
‘ADMIN ADMIN MIGR
Postal Officer
[Sub Postmaster
Franchise Manager
[Counter Assistants (sub)
Relief Postmaster
Branch Manager
[Assistant Branch Manager
Retail Network Manager
Nominee Area Manager
Regional auditor
[CRU Staff
[CRU Manager
POCL Helpdesk Manager
Helplines
Regional Trainers
POCL security
RML Managers
[Group Managers (multiple)
Multiple Group Trainers
[CashCo
Regional Management
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B.2 Job Role/Training Topic Matrix
‘The charts below identify the subject modules within the training programme and indicates the relevance
to each of the job roles identified within the survey.
B.2.1 Outlet Staff
B.2.1 Outlet Staff Postal Branch Sub Sub Office Relief
Officer Mgrs Postmaster Assistant Postmaster
Awareness Event * * * *
Hardware Overview * * * * *
Start Up procedures * * * * *
Main Desktop Menu * * * * *
Counter Transactions * * * * *
Benefit Payments * * * * *
End of Day * * * * *
End of Week * * * * *
Office Balance * * * *
Office Admin * * * *
Care & Maintenance * * * *
Audit * * * *
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B.2.2 POCL Support Staff
B.2.2 POCL Non ser Retail Regional Regional POCL PDA _ Regional POCL
Network Trainers Auditors Helplines UAT Support Security/
Mgr Investigation
Awareness Event
Hardware Overview * * * * *
Start Up procedures * * * * * *
Main Desktop Menu * * * * * * *
Counter Transactions * * * * * * *
Benefit Payments * * * * * * *
End of Day * * * * * * *
End of week * * * * * * *
Office Balance * * * * * * *
Office Admin * * * * * * *
Care & Maintenance * * * * *
Audit * * *
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B.2.3 POCL Support Staff (2)
B.2.3 POCL N-ser(2) Head of Headof Senior
Retail Network Regional
Network Support Personnel
Awareness Event * * *
Hardware Overview * * *
Start Up procedures * * *
Main Desktop Menu * . *
Counter Transactions * * *
Benefit Payment * * *
End of Day * * *
End of week * * *
Office Balance * * *
Office Admin * * *
Care & Maintenance * *
Audit
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B.2.4 Nominee Franchise Offices
B.2.4 Nominee Franchise Offices Nominee Nominee Franchise Franchise
Area Trainers National — Auditors
Manager Manager
Awareness Event * * * *
Hardware Overview * *
Start Up procedures * *
Main Desktop Menu * *
Counter Transactions (generic) * *
Benefit Payment * *
End of Day * *
End of week * *
Office Balance * *
Office Admin * *
Care & Maintenance * *
Audit
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Training Programme Ref:
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Version: 1.0
Date:
Appendix C Programme Overview
Cl
Programme Timetable
‘The proposed training programme operates to the following timetable relative to installation day
(day 0 of week 0)
Week no
-18
-17
-16
-15
“14
-12
-10
Activity
Pathway provide PO details to Peritas
Invitations to awareness events are issued to
outlet managers for all staff
Managers receive invitations
Peritas receive responses to invitations, non
respondents are contacted
Confirmation joining instructions are
despatched to the manager
‘Managers contacted 3 days before event to
check if any changes
Non Attendees are invited to attend now
they have had chance to reflect on what they
missed
Staff details are received from WTL site
survey
User training is scheduled and invitations
issued to manager
Invitations are received, Peritas may be
contacted to adjust dates
Invitation responses are received and
individual schedules entered into the training
administration system
Course joining instructions are despatched to
individuals via the manager
Reminder calls are made 3 days before the
event
Delegates attend User Training
Systems are installed, users are able to
practise using training mode prior to going
live
‘The offices are visited, supplementary
supported and training is provided if
necessary.
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Notes
Managers may request alternative dates for
some or all staff at the location
Alll staff receive implementation guide within
briefing pack
At the end of this week briefing packs are
despatched to all outlets whose staff have
not attended an event
‘Managers are contacted by WTL to arrange
site survey and a letter of confirmation is
despatched
Site survey in progress
Site survey in progress
‘This timetable will change for automated
offices, remedial training if required.
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Appendix D Course Specifications
D.1 User Awareness
Title User Awareness Event
Duration approx. 2 hours (excluding system demonstrations)
Attendee Profile
The User Awareness Event is aimed at all personnel working within, or providing support to, post offices,
giving them an insight into the major changes which will affect their entice working practices, and the
implications of the impending implementation programme.
Objectives
‘The event is intended to gain commitment to the programme and allow all outlet staff to prepare for the
introduction of the system to their business.
At the end of the session the delegates will be aware of the impact automation will have on POCL’s
business, how the implementation will be carried out, when the automated system will be implemented
and what the Counter work station will do.
Structure
NB: The event is preceded and followed by demonstrations of the new system. Modules 2 to 5 inclusive
include Q & A sessions.
Module 1: General Introduction
(Initial introduction & welcome by local POCL management, Video)
Module 2: Why POCL/BA are making such major changes
- Protect and Grow the Business
Increasing business potential
-Cutting dowa on fraud
Module 3: Impact on your business.
(Supported by video positively looking forward to the opportunities for sub
postmasters Caused by the programme)
Module 4: Planning for Implementation
(This module is supported by a video)
Site visits
Site preparation
Installation planning
aining
- Training Review visits
-Help Desk Support Facilities
Module 5: Counter work station Facilities Overview
This session will provide an appreciation of the operation of the Counter Workstation
and the facilities provided.
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Module 6: Closing video encouraging attendees to tise to the new challenge
‘A briefing pack including implementation and training guides is issued at the end of the event. Outlet
managers unable to attend or be represented will receive a briefing pack despatched from the Peritas
training administration centre.
The Briefing Pack
This pack includes two sections:
1. Implementation Guide, the guide provides details of the overall implementation
programme including examples of data capture forms, eg. the site survey forms, with details
of who will be contacted, how and when contact will be made. Further information is
provided on support facilities within POCL and ICL Pathway and how these functions may
be used.
1. Training Guide, this document describes the user training programme and the information
which is required for the programme to be completed. Recipients are requested to complete
a baseline skills questionnaire which will later be used for analysis within Peritas.
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D.2 Counter Training Course
Title Counter Assistants Training.
Duration 7 hours + Horizon Accreditation Testing.
Attendee Profile
The following job roles would be expected to attend this event:
Postal Officers, , Sub Postmaster’
(unless they also act as a deputy/
Assistants, Franchise staff
lief manager).
The course is highly interactive.
Course Objectives
At the end of the course the user will be able to:-
1. Use the automated EPoS system confidently at the counter position to deal with customer
requirements.
1. Use the automated system to pay client benefits and understand the procedures involved
with reference to the Operational Reference Manual.
1. Use the reporting system and understand the balancing processes on the automated system.
1. Understand the procedures in the event of a system failure.
Course Structure
Module 1: Hardware Overview
Module 2: Start-up Procedures
Module 3: ‘The Main Desktop Menu
Module 4: Counter Transactions (Data Capture Of Transactions At The Counter)
Module 5: Clerk Reporting and Balancing Procedures
Module 6: Office Balance Overview
Module 7: General Maintenance
Module 8: Contingency Procedures
Module 9: Role Play
Module 10: Horizon Accreditation
Module 11 Review
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Module Descriptions
Module 1: Hardware Overview
This session will introduce the delegate to the computer equipment being used on the course, (processor,
monitor, touch screen, keypad, printer, magnetic card reader, bar code reader and electronic
scales(optional)). ‘There will also be a brief description of how their installed system communicates with
the various clients.
Module 2: Start-up Procedures
This session takes the delegate through the steps involved in :-
Switching on/off the computer.
Logging on/ out of the sy
Security procedures
Changing. a password.
‘An exercise in logging on/out of the system and also changing the password will take place at the end of
this session.
Module 3: The Desktop Menu
This session explains:-
What the Desktop Menu is.
How to use the Desktop Menu.
Explain the use of icons.
Module 4: Counter Transactions
‘This session takes the delegates through the transaction screens on the automated system which are used
to process the following transactions:-
41. Sale of stock items and methods of payment accepted by the automated system.
(cash, cheque, stamps and tokens).
Printing and Reprinting of receipts.
42. Automated Payments (bar-code reading, magnetic swipe, smart card).
4.3. Bill payments, e.g, BT.
44. Licensing - e.g, DVLA.
4.5. Other Mail services - Royal Mail Inland/International Services, , RML service,
Parcelforce services.
4.6. Benefit Payment Service and Order Book Control System
47 Banking - National Saving Bank withdrawals and deposits, Girobank withdrawals and
deposits, cashing Other Banks cheques.
4.8 Local Authority schemes (Transcash payment), Home Help Stamps.
4.9 Voiding, Modifying and Reversing transactions.
Exercises will be conducted on the generic transactions at the end of this module.
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Module 5: Clerk Reporting and Balancing Procedures
‘This session will instruct the delegates in the procedure for balancing an individual counter position
within a multi-position office.
5.1.Cash Balance
tock Balance
5.3.Stock and cash movements
5.4.Reporting
Exercises will be conducted at the end of this module.
Module 6: Overview of Office Balance.
This session explains (briefly) the office balancing processes.
Module 7: General Maintenance.
This session will instruct the delegates in:-
7.1. Care of the equipment at the counter.
7.2. Changing the printer paper and ribbon.
7.3. Changing the receipt printer paper and ribbon.
Module 8: Contingency Procedures
This session advises the delegates:-
8.1. Where to find help.
8.2. Fall back procedures.
Module 9: Role Play
This session will be entirely interactive with various practical exercises, based on the course content.
Module 10: Horizon Accreditation
Module 11; Review
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Student Workbook
The workbook contains the following sections:
Section 1: How to use the workbook
This section describes how the individual should use the work book both within the training event and as
an aid to optional practice/refresher activities using training mode within the workplace.
Section 2: Training Support
‘This section details the functions of the training help desk and how usage may be adapted to individual
requirements.
Section 3: ‘Training mode
This section provides details of the role training mode for practice within the workplace.
Section 4: Counter Transactions
This section provides examples of all transactions which may be provided at a counter including:-
4a Standard Services
Selling Stock Items
National Savings Bank withdrawals and deposits
Benefit Encashments
Green Girocheques (now orange)
Girobank deposits and withdrawals (an example of each type)
Cashing other bank’s cheques
Bill payments
RML inland services
RML international services
ParcelForce services
Methods of Payment (cash, cheques, stamps, vouchers)
4b Services not offered at all offices
Local Authority schemes (pay by
Automated payments
magnetic swipe
smart card
smart key
bar code reading
Money transfer
Insurance services
Premium services (International Datapost & guarantee services) no selling of stamps
National Lottery/Littlewoods (cash account figures)
Bureau De Change (cash account entries)
POCL Foreign Exchange Service - pre order service
UK Passports
Setting of Postage Meters (examples of all types of payment)
DVLA
Zero and standard rated VAT (cash account post shops and browser units)
Transcash) including home help stamps and Meals on Wheels
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4c Counter Accounting Functions
Balancing
© Cash
© Stock
General Administration Functions
Section 5: Summary scenarios
This section provides a closing summary of a typical mix of products and services detailing the end to
end process.
Section 6: Comments and responses
This
support serv
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ction gives the user the opportunity to provide comments on the workbook and the associated
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D.3 Post Office Manager’s Course
Title Post Office Administration Course
Duration: 12 hours Tuition and practical work with 1 hour of Horizon
Accreditation Testing and Review
Attendee Profile
This course is aimed at all management roles within post offices, including those who deputise for such
roles. The job roles of appropriate attendees include:
Branch managers, ABM, POA, sub post masters, franchise managers, nominee managers,
HORNs, POCL Helpline, regional support staff and the PDA User Acceptance Team.
Audiences may be segregated between sub postmasters/RNM’s and other post office
managers.
Objectives
At the end of the course the delegate will be able to :-
1. Use the automated EPoS system confidently at the counter position to deal with customer
requirements.
1. Use the automated system to pay client benefits and understand the procedures involved
with reference to the Operational Reference Manual.
1. Use the reporting system and understand the balancing processes on the automated system.
1. Complete the Post Office management functions within an automated office.
1. Manage the access control functions of the Horizon Platform.
The course is highly interactive.
Course Structure
Module 1 Hardware Overview
Module 2: Start-up Procedures
Module 3: The Main Desktop Menu
Module 4: Counter Transactions (Data Capture Of Transactions At The Counter)
Module 5: End Of Day Procedures
Module 6: End Of Week Procedures
Module 7: Stock Control and Administration
Module 8: User Management
Module 9: Data Migration
Module 10: General Maintenance
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Module 11: Contingency Procedures
Module 12: Role Play
Module 13: Horizon Accreditation
Module 14: Review
Module Descriptions
Module 1: Hardware Overview
This session will introduce the delegate to the computer equipment being used on the course, (processor,
monitor, touch screen, keypad, printer, magnetic card reader, bar code reader and electronic
scales(optional)). There will also be a brief description of how their installed system communicates with
the various clients.
Module 2: Start-up Procedures
This session takes the delegate through the steps involved in =
Switching on/off the computer.
Logging on/ out of the
Security
Changing a password.
An exercise in logging on/out of the system and also changing the password will take place at the end of
this session.
Module 3: The Desktop Menu
This session explains:
What the Desktop Menu is.
How to use the Desktop Menu.
Explain the use of icons.
Module 4: Counter Transactions
This session takes the delegates through the transaction screens on the automated system which are used
to process the following transactions:-
4.1. Sale of stock items and methods of payment accepted by the automated system. (cash, cheque,
stamps and tokens). Printing and Reprinting of receipts.
4.2. Automated Payments (bar-code reading, magnetic swipe, smart card).
4.3. Bill payments e.g, BT.
4.4. Licensing - e.g, DVLA.
4.5. Other Mail Services - Royal Mail Inland/International Services, RML service, Parcelforce
services.
4.6. Benefit Payment Service and Order Book Control System.
4.7 Banking - National Saving Bank withdrawals and deposits, Girobank withdrawals and deposits,
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cashing Other Banks cheques.
4.8 Local Authority schemes (Transcash payment), Home Help Stamps.
4.9 Voiding, Modifying and Reversing transactions
Exercises will be conducted on the generic transactions at the end of this module.
Module 5: End Of Day Procedures
‘This session will instruct the delegate:
balancing activities which take place at end of the business day.
5A Clerk Balancing
5.2 Team Balancing
5.3. Daily Client Summaries.
5.4. Daily Cash Locked Up.
5.5. Transference of cash and stock between clerks and managers.
5.6. Remitting cash and stock in and out of the office.
5.7. Client ‘Transaction cut-off times.
5.8 Error Notices.
5.9 Stock and transaction adjustments.
Exercises will be conducted at the end of this module.
Module 6: End Of Week Procedures
in the use of the automated system for report generation and
This session will instruct the delegates in the use of the automated system for report generation and
balancing activities which take place at the end of the business week.
6.1 Client Daily Summaries.
6.2. Client Weekly Summaries.
6.3. Reports - stock unit, transfers in and out, remittances in and out.
6.4. Trial Balance production.
65. Stock adjustments.
6.6. Stock in hand declaration and report.
M stock
@ stamps
cash
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6.7. Losses and Gains.
6.8. Final Balance production.
6.9. Rollover - end of week and end of year.
Module 7: Stock Control and Administration
‘This session explains the stock administration processes.
7. Adding a stock unit.
7.2. Removing a stock unit.
Modifying a stock unit.
Attaching a stock unit.
7.5. Detaching a stock unit.
Module 8: User Management
8.1. Non system prompted change of password.
8.2. Adding a user.
8.3. Remove a user.
8.4. Allocating a user password.
85. Change roles.
8.6 Forgotten Passwords
This session covers what to do when a member of staff changes role, leaves employment, or a new
member of staff needs to access the automated syste:
Module 9: Data Migration
‘The data migration strategy for the programme is not yet fully defined. ‘The objective of this module will
be to enable the office manager to complete theit actions within the migration process.
Module 10: General Maintenance
‘This session will instruct the delegate
10.1. Care of the equipment (counter and back office)
10.2. Changing the printer paper and ribbon.
10.3. Changing the receipt printer paper and ribbon.
Module 11; Contingency Procedures
This session advises the delegates:-
114. Where to find help.
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11.2. Fall back procedures.
Module 12: Role Play
This session will be entirely interactive, various exercises both practical and written based on the course
content will be used.
Module 13: Horizon Accreditation
Module 14: Review
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Student Workbook
The workbook contains the following sections:
Section 1: How to use the workbook
This section describes how the individual should use the work book both within the training event and as
an aid to optional practice/refresher activities using training mode within the workplace.
Section 2: Training Support
This section details the functions of the training help desk and how usage may be adapted to individual
requirements eg. would the user like a support call at a specific time in the day.
Section 3: Training mode
This section provides a correlation between the generic process groups covered in the counter training
event and the full range of client transactions which may be provided at the counter.
Section 4: Counter Transactions
This section provides examples of all transactions which may be provided at a counter including:-
4a Standard Services
Selling Stock Items
National Savings Bank withdrawals and deposits
Benefit Payments
Green Girocheques (now orange)
Girobank deposits and withdrawals (an example of each type)
Cashing other bank’s cheques
BT Billing
RML inland services
RML international services
ParcelForce services
E111 acceptance
Methods of Payment (cash, cheques, stamps, vouchers)
4b Services not offered at all offices
Local Autho:
Automated pay
magnetic swipe
smart card
smart key
bar code reading
Money transfer
Insurance services
Premium services (International Datapost & guarantee services) no selling of stamps
National Lottery/Littlewoods (cash account figures)
Bureau De Change (cash account entries)
POCL Foreign Exchange Service - pre order service
UK Passports
Setting of Postage Meters (examples of all types of payment)
DVLA
Zero and standard rated VAT (cash account post shops and browser units)
yy Transcash) including home help stamps and Meals on Wheels
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4c Accounting Functions
End of Day
End of Week
Balancing
Office Balance/Cash account Production
General Administration Functions
Section 5 Summary scenarios
This section provides a closing summary of a typical mix of products & services detailing the end to end
process.
Section 6 Comments and responses
‘This section gives the user the opportunity to provide comments on the w
support services.
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rkbook and the associated
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D.4 Training Review Visit
Title Training Review Visit
Duration
An average of 1 hour per staff member applied in consultation with outlet manager
Attendee Profile
This service is applicable to all post offices.
Objectives
To clarify any outstanding issues and/or difficulties the individual may have or anticipate in processing
transactions using the automated platform.
The details of the visit are:
1. For previously manual offices arrangements are made in conjunction with the outlet
manager.
1. For previously automated offices the visit supports the first day of live operation.
1. Verify operational readiness of the outlet and it’s personnel.
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D.5 Course for Specialist Staff.
Duration: 2 days
Attendee profile:
Variants of the Post Office manager’s course are available. ‘The planned variants correspond to the roles
of : auditor, regional support, POCL security, retail network managers.
Objective:
To provide the specialist with information necessary to fulfil their specialist role, including an
understanding of the activities of the POCL Managers with whom they interact.
Course content:
‘The course variants will provide, as a minimum, an understanding of all the subjects defined within the
POCL manager's course. Specific modules are expanded/supplemented to cover specific needs of the
specialist role.
Course Handout:
Attendees are provided with the student workbook pertaining to the POCL managers course with a
supplement appropriate to their specialisation.
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D6 POCL Train the Trainer
Title BA/POCL Counter Automation Trainers Accreditation
Duration 1 week
Objective
To train experienced POCL trainers to provide training to POCL staff and to update relevant course to
reflect the new counter operations procedures.
Attendee Profile
Experienced POCL trainers or experienced trainers from other retail organisations who have completed
the equivalent training,
Structure
Module 1: System Overview
Module 2: ‘The User Awareness Programme
Module 3: User Awareness programme delivery issues
Module 4: Counter Transactions
Module 5: Counter Transactions Delivery (incl. role play exercises)
Module 6: Office Administration Functions
Module 7: Office Administration Practical
Module 8: Training Delivery support services and interfaces
Module 9: Refresher and Update training
Module 10: Issues for new sub postmasters
(Integration with POCL induction programmes)
Module 11: Course Review
Follow Up
Attendees will receive updates to all course delivery kits and be invited for periodic update briefings
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Module Descriptions
Module 1: Hardware Overview
‘This session will introduce the delegate to the computer equipment being used on the course, (processor,
monitor, touch screen, keypad, printer, magnetic card reader, bar code reader and electronic scales
(optional). There will also be a brief description of how their installed system communicates with the
various clients.
Module 2: The Awareness Programme
This session will entail a detailed explanation of the awareness programme, who it is aimed at, why it is
taking place and when the event takes place.
‘The User Awareness Event will be delivered in detail.
Module 3: Awareness Programme delivery issues.
This session cover general guide-line for delivering the event. It will cover problems encountered when
delivering the event and will highlight common questions asked.
Module 4: Counter Operations
This session entails a Peritas Trainer delivering the Counter Assistants Training Course.
The delegates will then by assigned to deliver modules of the course to the remaining delegates and the
tutor.
Module 5: Counter Operations Delivery (include. Role play exercises)
‘The delegates will deliver modules of the course to an audience (the remaining delegates) and the tutor.
Module 6: Office Administration Functions
This session will take the delegates through the extra facilities which are part of the POCL managers’
Course:
End of Day Procedures
End of Week Procedures
Stock Control
User Management
Data Migration
Module 7: Office Administration Practical
This session enables the delegates through role play and exercises to deliver the preceding module.
Module 8: ‘Training Delivery support services and interfaces
This session will clarify the training delivery and support routes available.
Module 9: Refresher and Update training
This session will clarify when refresher/update training will need to take place and the methods available
to the trainer.
Module 10: Issues for new subpostmaster’s
(Integration with POCL induction programmes)
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This session will highlight the main areas concerning the Horizon Service which will need to be
incorporated within the POCL induction programmes.
Module 11: Course Review
Discuss the course content with the delegates, ensure the course objectives have been achieved.
Verify ongoing communication and accreditation procedures
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D.7 Peritas Staff Gear Up
Title Peritas staff induction
Duration 3Weeks
Attendee Profile All project staff
Objectives
To ensure that all staff are familiar with the functions of both automated and non-automated post offices
and are competent to fulfil their role within the project.
Structure
Module 1 Counter Transactions
Module 2: Cash Accounting
© daily balance
© weekly balance
Module 3: The Automated Platform
Module 4: ‘Training the Trainer
Module 5: ‘TPAS Operations 2 days
Module 6: ‘Telephone Techniques
Module 7: MS-Office for Users
5 days (incl. Test 1)
2 days
3 days (incl. Test 2)
5 days
1 day
2 days
Modules 1 - 3 inclusive are common to all roles within the project, the week 3 programme of module 4
or modules 5, 6 and 7 are specific to the requirements of the job role.
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Appendix E Glossary of Terms & Abbreviations
BA
‘The Benefits Agency
CAPS
Customer Accounting and Payment Strategy, the system which interfaces specific benefit
payment systems to the Counter Automation systems.
ICL and ICL Pathway
Members of the ICL (International Computers) PLC group.
CBHQ
Counters Business Headquarters
PDA
Programme Delivery Authority, the joint board from BA and POCL which is the contractual
interface with ICL Pathway Limited.
PDCS
ABA sub-system associated with CAPS,
Peritas
Peritas Limited, an autonomous business within the ICL group formerly known as ICL Training
Services
POCL
Post Office Counters Limited
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