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Chapter 5

Transfer of Training

Copyri ght 2010 by the McGraw-Hi ll Companies, Inc. All ri ghts reserved.McGraw-Hill/Irwin

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Figure 5.1 - A Model of the

Transfer Process

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Introduction

Transfer of training- trainees

effectively and continually applying whatthey learned in training to their jobs.

Generalization -a trainees ability toapply learned capabilities to on-the-job

work problems and situations that aresimilar but not identical to thoseproblems and situations encountered inthe learning environment.

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5-4

Introduction (cont.)

Maintenance - process of continuing touse newly acquired capabilities over time.

Training design - the characteristics ofthe learning environment.

Trainee characteristics -include ability

and motivation that affect learning.Work environment -includes factors on

the job that influence transfer of training.

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Table 5.1 - Transfer of

Training Theories

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Training Design (cont.)

Key behaviors -set of behaviors that

can be used successfully in a wide varietyof situations.

Application assignments- workproblems or situations in which trainees

are asked to apply training content tosolve them.

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Training Design (cont.)

Encourage trainee responsibility and self

managementTrainees need to take responsibility for

learning and transfer which includes:

preparing for training.

being involved and engaged during training.

using training content back on the job.

Self-management - a persons attempt tocontrol certain aspects of decision making andbehavior.

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Table 5.2 - Examples of Obstacles in the Work

Environment That Inhibit Transfer of Training

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Training Design (cont.)

Encourage trainee responsibility and selfmanagementObstacles inhibit transfer because they cause

lapses,which take place when the traineeuses previously learned, less effectivecapabilities instead of trying to apply the

capability emphasized in the trainingprogram.

Trainees should try to avoid a consistentpattern of slipping back or using old,ineffective learned capabilities.

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Table 5.3 - Sample Content of

Self-Management Module

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Work Environment Characteristics

That Influence Transfer

Climate for transfer

It refers to trainees perceptions about a widevariety of characteristics of the workenvironment that facilitate or inhibit use oftrained skills or behavior.

These characteristics include:

Manager and peer support.

Opportunity to use skills.

The consequences for using learned capabilities.

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Table 5.4 - Characteristics of a Positive

Climate for Transfer of Training

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Work Environment Characteristics

That Influence Transfer (cont.)

Manager support

It refers to the degree to which managers:emphasize the importance of attending training

programs.

stress the application of training content to the job.

Action plan - written document that includes

the steps that the trainee and manager willtake to ensure that training transfers to thejob.

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Figure 5.2 - Levels of Management

Support for Training

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Work Environment Characteristics

That Influence Transfer (cont.)

The action plan includesa goal identifying what training content will be

used and how it will be used.

strategies for reaching the goal.

strategies for receiving feedback.

expected results.

It provides a progress check schedule ofwhen the manager and trainee meet todiscuss the progress being made in usinglearned capabilities on the job.

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Work Environment Characteristics

That Influence Transfer (cont.)

Ways to gain managers support for

training:Provide a brief on the purpose of the program

and its relationship to business objectives andstrategy.

Encourage trainees to bring to the trainingsession work problems and situations theyface on the job.

Share benefits of the course with managers.

If possible, use managers as trainers.

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Work Environment Characteristics

That Influence Transfer (cont.)

Manager support

Managers pay attention to the development oftheir staff because part of their incentive planis based on training and development.

The incentive plan comprises fiscal,productivity, and strategic goals.

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Work Environment Characteristics

That Influence Transfer (cont.)

Peer support

Support network- group of two or moretrainees who agree to meet and discuss theirprogress in using learned capabilities on thejob which may involve face-to-face meetingsor communications via e-mail.

The more peer meetings that trainees attend,the more learning transferred to theworkplace.

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Work Environment Characteristics

That Influence Transfer (cont.)

Peer support

Trainers might also use a newsletter to showhow trainees are dealing with transfer oftraining issues.

Trainers may also provide trainees with amentor, a more experienced employee whocan provide advice and support related totransfer of training issues.

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Work Environment Characteristics

That Influence Transfer (cont.)

Opportunity to use learned capabilities or

opportunity to perform refers to theextent to which the trainee is providedwith or actively seeks experiences thatallow for application of the newly learned

knowledge, skill, and behaviors from thetraining program.

It is influenced by the work environmentand trainee motivation.

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Work Environment Characteristics

That Influence Transfer (cont.)

Opportunity to perform is determined by

breadth, activity level, and task type.Low levels of opportunity to perform may

indicate that:

the work environment is interfering with using

new skills.training content is not important for the

employees job.

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Work Environment Characteristics

That Influence Transfer (cont.)

Technological support

Electronic performance support systems(EPSSs) -computer applications that canprovide, as requested, skills training,information access, and expert advice.

It may be used to enhance transfer of training by

providing trainees with an electronic informationsource that they can refer to on an as-needed basiswhile they attempt to apply learned capabilities onthe job.

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Work Environment Characteristics

That Influence Transfer (cont.)

Technological support

Trainers can monitor trainees use of EPSS,which provides the trainer with valuableinformation about the transfer of trainingproblems that trainees are encountering.

These problems might relate to the trainingdesign or work environment.

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Organizational Environments That

Encourage Transfer

Learning organization is a company

that has an enhanced capacity to learn,adapt, and change.

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Table 5.6 - Key Features of a

Learning Organization

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Figure 5.4 - Four Modes of

Knowledge Sharing

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Organizational Environments That

Encourage Transfer (cont.)

Knowledge management - process of

enhancing company performance bydesigning and implementing tools,processes, systems, structures, andcultures to improve the creation, sharing,

and use of knowledge.

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Organizational Environments That

Encourage Transfer (cont.)

Ways to create and share knowledge

Use technology, e-mail, and social networkingsites or partais on the company intranet.

Publish directories.

Develop informational maps.

Allow employees to take time off from work toacquire knowledge, study problems, attendtraining, and use technology.

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Organizational Environments That

Encourage Transfer (cont.)

Ways to create and share knowledge

Create chief information officer and chieflearning officer positions for cataloging andfacilitating the exchange of information in thecompany.

Require employees to give presentations toother employees about what they havelearned from training programs they haveattended.

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Organizational Environments That

Encourage Transfer (cont.)

Ways to create and share knowledge

Create an online library of learning resourcessuch as journals, technical manuals, trainingopportunities, and seminars.

Design office space to facilitate interactionbetween employees.

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Organizational Environments That

Encourage Transfer (cont.)

Ways to create and share knowledge

Create communities of practice using face-to-face meetings, wikis, or blogs for employeeswho share a common interest in a subject.

Use after-action reviews at the end of eachproject to review what happened and whatcan be learned from it.

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Organizational Environments That

Encourage Transfer (cont.)

Keys for effective knowledgemanagement

Training and information technologycollaboration.

Create knowledge management leadershippositions.

Provide ease to use technology for employees

to access and share information within thecontext of their job.

Ensure employee trust and willingness toshare information by recognizing andpromoting employees who learn, teach, and

share