HomeTeam capability programmes
Help your team apply what it learns.
Develop Microsoft capability across business users, process owners and technical teams. Shape the learning around shared tasks, applied practice and evidence of what people can do.
Start with a team responsibility
Choose the group whose day-to-day work needs to improve.
Finance and operations
Business processes, transactions, controls and reporting in Business Central.
Data and reporting
Data preparation, models and reports that support decisions.
Platform administration
Cloud, identity, access and operational responsibility.
Development and automation
Extensions, workflows, integration and maintainable changes.
Shape the learning around the work
Discuss the scope and delivery options with INFOC before a programme is agreed.
Choose the responsibility or business process the team needs to handle.
Identify the team’s experience, platform access and learning needs.
Discuss relevant exercises and how the team will review its progress.
Agree scope, format, timing and expectations with INFOC.
Build capability across the people who own the platform
Different responsibilities need different practice. A shared product does not mean everyone needs the same training.
Business users
Focus on daily transactions, approvals and exception handling. A useful outcome is the ability to complete a routine process, recognise an incorrect result and know when to escalate rather than improvise a workaround.
Process and platform owners
Connect configuration to policy, permissions and change control. Practice reviewing a proposed change, identifying affected users and documenting the checks needed before a release or process update.
Data and technical specialists
Work on data quality, integrations, models, automation and operational checks. Define what reliable output means, how failures become visible and who maintains the solution after the original author moves on.
Managers and team leads
Clarify who makes decisions, what good adoption looks like and which risks require review. Translate a technology initiative into responsibilities and measurable work outcomes instead of counting attendance alone.
Give the programme a concrete work outcome
Use a bounded scenario and agreed evidence to focus a team learning brief. The following are examples to adapt to your organisation.
An ERP process the team can repeat
Ask a finance and operations group to complete a sample order-to-cash or procure-to-pay flow. Include an exception and a reconciliation. Capture the user steps, approval points and the person responsible for resolving an incorrect entry.
A report the business can explain
Have analysts and business owners agree a metric definition, trace its source and validate a sample result. The output can include a report, a data dictionary and a short explanation of refresh ownership and access.
An automation the team can support
Choose a recurring request or approval. Map the current process, build a controlled example and test missing information, rejection and failure. Document ownership, a support route and when a manual fallback is needed.
A cloud task with a clear handover
Use a sample workload to practise permissions, monitoring and a recovery procedure. Ask the team to explain the checks, dependencies and escalation points in a runbook that another colleague can follow.
Planning a team programme
Include the operational context so the learning can be scoped around real responsibilities.
What should go into a corporate learning brief?
List the platform, the roles involved, approximate group size and the work each group needs to handle. Describe the starting knowledge, target timing and available practice environment. Include a sample task and the evidence you would accept as successful completion; this is more useful than a broad request to train everyone on Microsoft.
How can a team tell whether learning has helped?
Agree a small baseline task before learning and revisit a comparable task afterwards. Look at accuracy, explanation, exception handling and how much guidance is needed. Attendance and satisfaction are useful feedback, but they do not show whether someone can carry out a responsibility reliably.
Can learning support an implementation or internal handover?
Frame the requirement around the tasks your team will own after a change: user support, process decisions, reporting, configuration or operations. Identify the handover documents and practice access already available. Discuss the scope and delivery options with the India desk before relying on a programme in the project schedule.
Discuss a team learning requirement
Share your platform, team roles, approximate group size and the tasks you want the learning to support.
