This time around, Unisys is taking a proactive approach to end-user training. It is preparing to roll out Windows Vista to more than 30,000 users, starting this April and continuing through 2009. Unisys University and IT are again co-handling the Vista training, Morris says, but this time, training will begin before the software hits the desktops.

Among the initiatives is a collaborative effort with Unisys' early adopter community to identify common trouble spots and create customized training exercises that will address those concerns.

Unisys is also putting a program in place that requires users to complete the training on Vista and get certified before they're upgraded to the new operating system. "We want make sure [users] have a basic understanding of the technology so they're not going to be calling the help desk with silly questions they should be able to handle if they took the training," Morris explains.

One area that companies frequently overlook when it comes to upfront planning is future requirements for training after the initial deployment, Morris says.

After a period of time on the new software or hardware platform, users typically advance to more sophisticated functions, but training typically doesn't cover those capabilities. As a result, users are left to muddle through on their own.

In addition, without proper training on more sophisticated new features, users often don't graduate to new functionality, and companies in turn lose out on some of the business benefits for which they purchased new systems in the first place, notes ITrain's Murphy.

Another concern: Most organizations have changing staffing situations and fluid business processes. With all that change, it's often not clear who's responsible for updating training curricula and materials to reflect the current computing environment, notes RWD's Begley. "Someone needs to take ownership of training materials to make sure the incoming people don't get static and outdated information," says Begley, who makes the case that individual business units -- not IT -- should take ownership of that role.

Mistake No. 2: You're out of tune with your audience.

Let's face it: For training of any sort to be effective, it's not enough for the instructor to have mastery of the material. The trainer also needs to be able to connect with the audience and present information in an interactive and engaging manner. Problem is, IT professionals aren't famous for their stellar communication and soft management skills.

"Just because someone is an expert in a subject matter and their passion is technology, that doesn't make [that person] a good trainer," Murphy says. "We tend to put subject-matter experts in training positions, and that's the worst. We should be putting people with expertise in education and adult learning into those positions."

Trainers with strong communication and interpersonal skills are best able to get a read on their audience and tailor their instruction accordingly. IT professionals, on the other hand, may be so comfortable with their subject matter that they run the risk of presenting the material in too detailed and technical a way, or conversely, of oversimplifying it.

"Lots of times, IT won't tell people what they need to know, or they give people a long, technical explanation which is not relevant to them or meaningful, and then they've lost the audience," says Mary Kelley, president of Intelligo, a Denver-based firm that provides end-user training and support for ERP systems.

Indeed, one of the biggest mistakes IT professionals make when conducting training is not adequately assessing the needs of their audience. "We don't take the time before we design a training program to interview both the people who will be trained and their supervisors or managers," Murphy explains.

Interviewing employees before creating a training curriculum is critical, he maintains, because that's the only way for trainers to get a true sense of the skill level of the user group. Bringing supervisors into the interview process is equally critical because they have a broad perspective on what's worked before and what hasn't for their direct reports. In addition, supervisors often have specific goals in mind for the training, Murphy says.