Before anyone is trained, leaders decide who learns first, on what work and inside which limits, and the assessment gives them the evidence.
Training goes better when it starts in the right place. PRESWERX leads leadership workshops in person at your offices to find that place: which departments already use an assistant, what each one produces, who approves it, where its records are kept and who in each office could coach others.
We read samples of real documents, talk with department heads and bring IT, legal and HR into the room, so the assessment reflects how work moves through the organization, not how an org chart says it should. The people who will be asked to learn are part of the conversation.
Leadership receives a map of where Claude fits, an order for training, a list of uses that stay out of bounds for now and the questions each owner must answer.
We meet leaders and department heads at your offices and read samples of the documents their teams produce.
A leadership workshop tests the map, ranks the departments and settles what stays out of bounds.
Leaders receive the order of training and the owners for each open question, ready to act on.
The managing partner and the general counsel of a law firm learn that two practice groups already use an assistant on client files, and put a rule in place before training begins.
The COO and the CFO of a manufacturer compare finance, procurement and quality, and choose procurement because its documents are consistent and its reviewer is clear.
The executive director of a national foundation finds that grants administration and communications need different training, and plans two tracks.
The superintendent and the technology director of a school district draw the line between administrative drafting and anything that touches student records, and plan the first training around it.
Executives, department heads and the IT, legal and HR leads, with staff from the departments being studied. Each person is asked about work they already do.
Samples of the documents departments produce, access to the people who approve them and a description of the systems that hold them. Redacted samples work.
It recommends an order and shows the reasons. Leadership decides, and the order can change as the work shows what is ready.
Then the plan says what to settle first, such as a policy or access rules, and training waits for it. That is a useful finding.
Its findings become the first workshops, the leaders to train and the questions the policy must answer.
We start with the departments leaders name, then look at the other offices once the first findings are reviewed.