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© 1997 ICL Pathway Ltd
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Training Programme Ref; SU/TRN/001
Training Needs Analysis Version: 2.0
Date: 07/07/99
Training Needs Analysis for the POCL Counter
Automation Project
Report
The training needs to be satisfied in order to
support the POCL Counter Automation programme
and the associated course specifications.
Issued
Steve Lovegrove, ICL Pathway
Trevor Rollason, POCL
Stuart Kearns, ICL TS
Stuart Kearns (Version 1.0)
Simon Robertson, ICL Pathway (Version 2.0)
Simon Robertson
N/A
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ICL Pathway Training Programme Ref: SU/TRN/001
Training Needs Analysis Version: 2.0
Date: 07/07/99
0 Document control
0.1 Document history
Version Date Reason
1.0 19/03/97 Input from POCL
2.0 07/7/99 Changes as a result of termination of DSS contract and
removal of Benefit Payment Card (CP2063/CCN 510).
0.2 Approval authorities
Name Position Signature Date
SL Kearns ICLTS
Steve Lovegrove ICL Pathway
Trevor Rollason POCL
0.3 Associated documents
Reference Vers Date Title Source
PATH/TNA/OO1 1.7 Training Needs Analysis for the ICLTS
BA/POCL Counter Automation Project
0.4 Abbreviations
staff: Any POCL employees, agents of POCL and the employees of agents.
0.5 Changes in this version
Changes in this document are necessary due to the removal of Benefit Agency
requirements after the Treasury Review. As this is under extremely tight time constraints the
author has been changed to facilitate the process.
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Training Needs Analysis Version: 2.0
Date: 07/07/99
0.6 Table of content
Contents
1. Document Control.
1.1 Change Control
1.1.1 Changes since last issu
1.1.2 Changes forecast.
1.1.3 Reason for this issut
1.2 Status.
1.3 Scope.
1.4 Cross References
2. Management Overview.
2.1 Introduction.........
2.2 Objective of the Training Programme.
2.3 Population to be trained
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 Capal
4. Findings.......
4.2 Post Office:
4.2.1 Types of Post Offic
4.2.2 Basic Competencie:
4.2.3 Job Roles.....
4.2.4 Numbers of Staff.
S©OCOCTHOOHHHHFADAHLAARAL
4.2.5 Availability for Trainin 15
4.2.6 The Operational Environment. 15
4.3 Facilities of the Automated Platform. 15
4.4 Training Delivery Options. 15
4.4.1 In-Outlet Training. 15
4.4.2 Classroom Training. 16
4.4.3 Programmed Learning . 16
4.4.4 Computer Based Training (CBT). . 16
4.5 Maintaining Competencies...
5. Recommendations.
5.1 Implementation Training
5.1.1 Post Offices.
5.1.2 Benefits Agency.
5.2 Staff Changes...
5.2.1 Staff Tumovei
5.2.2 Staff Promotions.
5.3 Product/Facility Update Training
5.3.1 Approach......
5.3.2 Categories of updat
5.3.3 Update categories and training strategy.
6. Appendices...... coven
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Training Needs Analysis Version: 2.0
Date: 07/07/99
1. Document Control
1.1 Change Control
1.1.1. Changes since last issue
This documents the changes agreed between ICL Pathway, POCL and ICL TS following the
Treasury Review.
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
To incorporate the changes necessary due to the Treasury Review and removal of BA related
issues.
1.2 Status
Draft for review and potential acceptance
1.3 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 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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Training Needs Analysis Version: 2.0
Date: 07/07/99
2. Management Overview
2.1 Introduction
2.2 Objective of the Training Programme
ICL Pathway have contracted ICL TS Ltd to provide the training programme in support of the
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 days prior to the
automation of their normal counter position.
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 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 1300
Managers/ABM/POA
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
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Date: 07/07/99
Regional Support Staff 200
Heads of Retail Network 16
POCL User Acceptance 20
Team
2.4 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 and Franchise 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.
2.5 Learning 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.
2.6 Proposed Training Programme
The training programme for the 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
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Training Needs Analysis Version: 2.0
Date: 07/07/99
to plan for the implementation and generate the necessary awareness of the business
benefits which are enabled for 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
system 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 at intervals of 13 weeks for User Awareness and 5 days prior to the target user “go-
live” date for User training.
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.
All staff who work within a post office must attend the appropriate course and achieve the
necessary level of competence. All 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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© 1997 ICL Pathway Ltd
ICL Pathway
Training Programme
Training Needs Analysis
FUJ00001322
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Ref: SU/TRN/001
Version: 2.0
Date: 07/07/99
User
Awareness
Programme
Initial
Training
& Accreditation
In Outlet
Practise
(manual offices only)
TRAINED
OFFICE
(go live)
Training
Review Visit
UPDATE
PROGRAMMES
© 1997 ICL Pathway Ltd
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Date: 07/07/99
3. Approach
3.1 Research Undertaken
The research undertaken has included:-
(a.) Reviews with POCL secondees into Pathway.
(a.) Discussion with the reference South West & South Wales Region training staff.
(a.) Attendance by ICL TS 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.
(a.) Visits and discussion with 6 reference post offices within the Swindon area and
supplementary discussion with local (North West & North Wales Region) sub postmasters.
3.1.1 Sources of Information
POCL Secondee (Palm Singh)
BA Secondee (Julie Walsh) 222
BA Secondee (Mark Cousens) 222
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)
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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Training Needs Analysis Version: 2.0
Date: 07/07/99
4. Findings
4.1 Post Offices
4.1.1. 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:
e Post Office Counters (Branch only)
e Multiple Retailers e.g. Martins Retail
e Independent Retailers
In addition there is a large variance in the size of offices as shown below
Counter Numberof Total Counter Percentage of other
Position post offices Positions in POCL transactions
Ss use (Excl. EPoS)
1 8,784 8,784 9.83
2 6,379 12758 30.09
3 2,397 7,191 21.35
4 772 3,088 10.14
5 306 1,530 5.32
6 221 1,326 4.51
7 164 1,148 4.49
8 136 1,088 4.32
9 82 738 2.92
10+ 162 1,856 7.03
Totals 19,403 39,507 100
4.1.2 Basic Competencies
4.1.2.1 Numeracy
All POCL employees are required to pass a numeracy test, subpostmasters are not.
4.1.2.2 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.
4.1.2.3 Office Administration and Accounts
All subpostmasters, counter managers and some assistants, plus other management
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Training Needs Analysis Version: 2.0
Date: 07/07/99
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.
4.1.2.4 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.
4.1.3 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.
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Training Needs Analysis Version: 2.0
Date: 07/07/99
Subpostmasters (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 their 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.
Franchise Managers (Employee of Franchise owner or Multiple Retailer)
Mainly dedicated staff employed to operate post office concessions within large retail outlets.
They 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.
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)
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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.
4.1.4 Numbers of Staff
Postal Officers 7950
Branch 1300
Managers/ABM/POA
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
POCL User Acceptance 20
Team
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Date: 07/07/99
4.1.5 Availability for Trai
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.
4.1.6 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.
4.2 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).
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.
4.3 Training Delivery Options
4.3.1 \n-Outlet Traii
ing
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 (i.e. 1 month from
installation) complemented by a much more labour intensive requirement for training staff.
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Date: 07/07/99
4.3.2 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.
4.3.3 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.
4.3.4 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.
4.4 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 (low) < 5%
Subpostmasters (Medium) 10%
Subpostmasters’ assistants (High) 15-20%
The subpostmasters’ assistants turnover rate is derived from studies undertaken by ICL TS
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 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 to 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.
All 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. 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 POCL (for POCL) and ICL Pathway Ltd.
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5.2 Staff Changes
§.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
training course currently being reviewed by the National Training function within Post Office
Counters Ltd. Training staff should be required to attend the POCL Train the Trainer event
provided by ICL TS 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.
5.2.1.2 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.
§.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:
e Classroom training
e Self study materials
¢ Plain notification
5.3.2 Categories of update
There are 3 categories of update defined for which therefore is a corresponding training
strategy/policy.
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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:
Anew 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.
Category 3:
Anew 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
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
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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.
. 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.
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Training Constraints
After the Induction Course a POCL Trainer is allocated to a particular outlet for a period of 2
weeks. 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:
1 Ensuring that allocated outlets run in a professional manner in line with POCL
guidelines.
2. A full understanding of all POCL working procedures.
3 Liaison with branch managers and sub postmasters and reporting back to POCL.
4. Resolution of all operational problems relating to his/her area.
1.
Auditing of the offices for which they have responsibility.
Training Constraints
None, given appropriate notice.
A.4 Branch Manager/Assistant 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...
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A.5 Helpdesk Staff
Function
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 etc.
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.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.
A.9 Regional Support Staff (Horizon system only)
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.
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.
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Training Needs Analysis
Training Programme
‘Aware
HW START DESKTOP CTR
CLERK
view UP MENU
TRANS
‘ADMIN
Postal Officer
[Sub Postmaster
Franchise Manager
Counter Assistants (sub)
Relief Postmaster
[Branch Manager
Assistant Branch Manager
Retail Network Manager
Nominee Area Manager
[Regional auditor
Audit Manager
CRU Staff
[CRU Manager
POCL Helpdesk Manager
Helplines
Regional Trainers
POCL security
RM L Managers
Group Managers (multiple)
Multiple Group Trainers
Cashco
Regional Management
FU.
Ref:
Version:
Date:
SU/TRN/001
2.0
07/07/99
OFF
GEN SUPPORT EOS
0D
Ea
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
Heiptine:
Regional Trainers.
POCL security
JRML Managers
Group Managers (multiple)
Multiple Group Trainers
casnco
Regional Managem ent
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Role STOCK USER 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 I 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) Headof 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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Appendix C Programme Overview
C.1Programme Timetable
Training Programme Ref:
Training Needs Analysis
Version: 2.0
Date:
The proposed training programme operates to the following timetable relative to installation
day
(day 0 of week 0)
Week
no
-19
-17
17
-16
8
7
6
5
-3
-3
2
Activity
Pathway provide PO details to ICL TS
Invitations to awareness events are
issued to outlet managers for all staff
Managers receive invitations
ICL TS 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
Staff Attend user awareness
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, ICL TS 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
All 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 entire
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 are making such major changes
- Protect and Grow the Business
- Increasing business potential
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
- Training
- 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.
Module 6: Closing video encouraging attendees to rise to the new challenge
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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 ICL TS 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, e.g. 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 ICL TS.
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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's Assistants, Franchise staff
(unless they also act as a deputy/relief manager).
The course is highly interactive.
Course Objectives
At the end of the course the user will be able to:-
1.
1.
1.
1.
Use the automated EPoS system confidently at the counter position to deal with
customer requirements.
Use the automated system to pay client benefits and understand the procedures
involved with reference to the Operational Reference Manual.
Use the reporting system and understand the balancing processes on the
automated system.
Understand the procedures in the event of a system failure.
Course Structure
Module 1:
Module 2:
Module 3:
Module 4:
Module 5:
Module 6:
Module 7:
Module 8:
Module 9:
Module 10:
Module 11:
© 1997 ICL
Hardware Overview
Start-up Procedures
The Main Desktop Menu
Counter Transactions (Data Capture Of Transactions At The Counter)
Clerk Reporting and Balancing Procedures
Office Balance Overview
General Maintenance
Contingency Procedures
Role Play
Horizon Accreditation
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 system.
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:-
44. 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.
46. Order Book Control System
47 Banking - National Saving Bank withdrawals and deposits, Girobank withdrawals
and
deposits, cashing Other Banks cheques.
48 Local Authority schemes (Transcash payment), Home Help Stamps.
49 Voiding, Modifying and Reversing transactions.
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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
5.2. Stock 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 workbook 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 (using OBCS)
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 Transcash) including home help stamps and Meals on
Wheels
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)
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4c Counter Accounting Functions
Balancing
* Cash
e Stock
General Administration Functions
Section 5:
Summary scenarios
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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 section gives the user the opportunity to provide comments on the workbook and the
associated support services.
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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 POCL 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.
1.
1.
1.
1.
Use the automated EPoS system confidently at the counter position to deal with
customer requirements.
Use the automated system to pay client benefits and understand the procedures
involved with reference to the Operational Reference Manual.
Use the reporting system and understand the balancing processes on the
automated system.
Complete the Post Office management functions within an automated office.
Manage the access control functions of the Horizon Platform.
The course is highly interactive.
Course Structure
Module 1:
Module 2:
Module 3:
Module 4:
Module 5:
Module 6:
Module 7:
Module 8:
Module 9:
Hardware Overview
Start-up Procedures
The Main Desktop Menu
Counter Transactions (Data Capture Of Transactions At The Counter)
End Of Day Procedures
End Of Week Procedures
Stock Control and Administration
User Management
Data Migration
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Module 10: General Maintenance
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 system.
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:-
41. 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.
46. Order Book Control System.
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4.9
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Banking - National Saving Bank withdrawals and deposits, Girobank withdrawals and
deposits, cashing Other Banks cheques.
Local Authority schemes (Transcash payment), Home Help Stamps.
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 delegates in the use of the automated system for report
generation and balancing activities which take place at end of the business day.
1.
5.2
5.3.
5.4
5.5.
5.6.
5.7.
5.8
5.9
Clerk Balancing
Team Balancing
Daily Client Summaries.
Daily Cash Locked Up.
Transference of cash and stock between clerks and managers.
Remitting cash and stock in and out of the office.
Client Transaction cut-off times.
Error Notices.
Stock and transaction adjustments.
Exercises will be conducted at the end of this module.
Module 6: End Of Week Procedures
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
6.2.
6.3.
6.4.
6.5.
6.6.
Client Daily Summaries.
Client Weekly Summaries.
Reports - stock unit, transfers in and out, remittances in and out.
Trial Balance production.
Stock adjustments.
Stock in hand declaration and report.
™ stock
= stamps
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@ cash
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.
7.1. Adding a stock unit.
7.2. Removing a stock unit.
7.3. Modifying a stock unit.
7.4. 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.
8.5. Change roles.
8.6 Forgotten Passwords.
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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 system.
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 their actions within the migration
process.
Module 10: General Maintenance
This session will instruct the delegates in:-
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
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This session advises the delegates:-
11.1. Where to find help.
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 workbook 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 e.g. 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 (using OBCS)
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 Authority schemes (pay by Transcash) including home help stamps and Meals on
Wheels
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
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Setting of Postage Meters (examples of all types of payment)
DVLA
Zero and standard rated VAT (cash account post shops and browser units)
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 workbook and the
associated support services.
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D.4 Training Review Visit
Title Training Review Visit
Duration
POCL support will attend and support data migration and go-live.
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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D.6 POCL Train the Trainer
Title 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:
Module 2:
Module 3:
Module 4:
Module 5:
Module 6:
Module 7:
Module 8:
Module 9:
Module 10:
Module 11:
Follow Up
System Overview
The User Awareness Programme
User Awareness programme delivery issues
Counter Transactions
Counter Transactions Delivery (incl. role play exercises)
Office Administration Functions
Office Administration Practical
Training Delivery support services and interfaces
Refresher and Update training
Issues for new sub postmasters
(Integration with POCL induction programmes)
Course Review
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 ICL TS 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.
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Module 10: Issues for new subpostmasters
(Integration with POCL induction programmes)
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 ICL TS Staff Gear Up
Title ICL TS staff induction
Duration 3 Weeks
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 5 days (incl. Test 1)
Module 2: Cash Accounting 2 days
e daily balance
e weekly balance
Module 3: The Automated Platform 3 days (incl. Test 2)
Module 4: Training the Trainer 5 days
Module 5: TPAS Operations 2 days
Module 6: Telephone Techniques 1 day
Module 7: MS-Office for Users 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
ICL and ICL Pathway
Members of the ICL (International Computers) PLC group.
CBHQ
Counters Business Headquarters
PDA
Programme Delivery Authority, the joint board from POCL which is the contractual
interface with ICL Pathway Limited.
ICL TS
ICL TS Limited, an autonomous business within the ICL group formerly known as ICL
Training Services
POCL
Post Office Counters Limited
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