Post on 22-Dec-2015
Benefits to the Organization&Helping Managers and Employees Get the Most Out of Training
TRAINING TRANSFER: A STRATEGY FOR
MAXIMIZING PROJECT EFFORTS
MARCH 8, 2012
Three approaches:
What can an organization/manager do?What can the employee do?What can the trainers do?
OVERVIEW
Training Is:• Conferences• Webinars• Retreats• Seminars
• In-house trainings• Programs• Classes• And more…
BACKGROUND:DEFINITIONS
BACKGROUND: THE PROBLEM
$134.39 billion invested annually
Investment Return0
20
40
60
80
100
120
140
160
BACKGROUND: THE PROBLEM
Lack of time
WHY?
Enthusiasm fades
Lack of buy–inLimited technology or materials
Training participant’s status
Magnitude of change
Learning is a process
Lack of organizational structure
IMPORTANCE:TRAINING TRANSFER
For Employees:Performance and accountabilityGrowth and innovationGreater job satisfactionImprove quality outcomes
For Organizations:Strategic planning EfficiencyFlatter organizations Continuous quality improvementTechnology changes
Work Smarter, Not Harder
Why is Professional Development Important?
IMPORTANCE:TRAINING AS A PROJECT
Project Steps:
1. Initiation – PCTS
2. Planning – resources, roles
3. Execution – training, implement skills
4. Closure – evaluate results
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IMPORTANCE:TRAINING AS A PROJECT
ProductTraining Transfer
TimeAllocated Training
Time
Scope
CostBudget for Training
Knowledge Management DefinitionA growing discipline that helps project
managers capture insight and experience to make them available and usable by the entire project team.
INITIATION:MANAGER
Initiation | Planning | Execution | Closure
Perform a Needs AssessmentIf training is appropriate:
INITIATION:MANAGER
Initiation | Planning | Execution | Closure
Develop a timeline Determine all aspects of cost as they relate to:
TimeExpenses
DetermineObjectives Who should attendHow you will “advertise” the training
Consider:The TrainerClear ObjectivesSchedule (frequency and duration)Case for Investment
Your Role: Self-Starter
INITIATION:EMPLOYEE
Initiation | Planning | Execution | Closure
Limited Say…but -May Influence ScopeDo Your Research
Make Recommendations
Advocate for What You Need
Your Role: Advisor
PLANNING:MANAGER
Initiation | Planning | Execution | Closure
Need direction, clarity, and boundariesWork with the trainer Training
PaybacksEmpowerment
Motivation
Self-Esteem Involvement
Commitment
Interest
Engage EmployeesEmpower DecisionsOffer Support
With the Employee:
PLANNING:MANAGER
Initiation | Planning | Execution | Closure
Discuss:What Training InvolvesApplication PlansExpectation AlignmentWork EnvironmentBarriers and Mitigation
Communicate Benefits and ObjectivesAddress SpecificsUse Needs AssessmentTie with organizational goalsDevelop a plan
Your Role: Dot-Connector
PLANNING:EMPLOYEE
Initiation | Planning | Execution | Closure
Research and prepare
Get Buy-in
Link training to organization’s goals
Set learning goals
Set implementation schedule
Technology procurement
Your Role: CoachFollow upFollow through Integrate and applyReinforce
Recognize the learning curve Establish a “norm”
EXECUTION:MANAGER
Initiation | Planning | Execution | Closure
Your Role: Do-er
EXECUTION:EMPLOYEE
Initiation | Planning | Execution | Closure
• At Training:• Be in the moment
• Gather materials
• Make a plan
• Arrange support
• Check learning goals and questions
Your Role: Do-er
EXECUTION:EMPLOYEE
Initiation | Planning | Execution | Closure
Back in the Office:• Start with yourself
• Make a presentation (or two or three)
• Weave in ideas
• Be convincing
• Make it easy
Your Role: Appraiser
CLOSURE:MANAGER
Initiation | Planning | Execution | Closure
Evaluate performanceAppreciate, reinforce
Key indicators for evaluationExtentPerceptionsResults
Communicate RegularlyStaffUpper Management
Additional MethodsObtain Feedback Improve AccessibilityMonitor Results
Shortcomings of Knowledge Management
CLOSURE:MANAGER
Initiation | Planning | Execution | Closure
Cultural Shift
Technology Investment
Your Role: The CloserAfter a pre-determined period of time:
• Follow up
• Evaluate Yourself
• Re-present
• Get evaluated
• Document Results
CLOSURE:EMPLOYEE
Initiation | Planning | Execution | Closure
L e h a n e y , B r i a n e t a l . “ B e y o n d K n o w l e d g e M a n a g e m e n t ” 2 0 0 4 . I d e a G r o u p P u b l i s h i n g .L e w i s , J a m e s P. “ P r o j e c t L a n n i n g , S c h e d u l i n g & C o n t r o l , ” 2 0 11 . M c G r a w H i l l B o o k s .A l b u , E m a n u e l . “ E m b e d d i n g Q u a l i t y S y s t e m s i n t o t h e T r a i n i n g C y c l e . ” A m e r i c a n S o c i e t y f o r T r a i n i n g
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H u m a n R e s o u r c e s a n d S k i l l s D e v e l o p m e n t C a n a d a . ( 2 0 0 9 ) . “ Ta k i n g A c t i o n : A G u i d e . I n t e g r a t i n g E s s e n t i a l S k i l l s T r a i n i n g i n t o t h e W o r k p l a c e . ” O f f i c e o f L i t e r a c y a n d E s s e n t i a l S k i l l s .
B a n a j i , M a h z a h r i n R . ; B a z e r m a n , M a x H . ; & C h u g h , D o l l y . “ H o w ( U n ) E t h i c a l A r e Yo u ? ” H a r v a r d B u s i n e s s R e v i e w . D e c . , 2 0 0 3 . P a g e s 5 6 - 6 4 .
H e a t h f i e l d , S u s a n M . “ To p Te n W a y s t o M a k e E m p l o y e e E m p o w e r m e n t F a i l . ” A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / i n v o l v e m e n t t e a m s / a / e m p o w e r m e n t . h t m
I b i d . “ Te n T i p s t o M a k i n g T r a i n i n g a n d D e v e l o p m e n t W o r k . ” A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / h u m a n r e s o u r c e s . a b o u t . c o m / o d / t r a i n i n g t r a n s f e r / a / t r a i n i n g _ w o r k . h t m
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H e r z b e r g , F r e d e r i c k . ( 1 9 6 8 ) “ O n e M o r e T i m e : H o w d o y o u M o t i v a t e E m p l o y e e s ? ” M o t i v a t i n g P e o p l e . B e s t o f H B R . J a n . 2 0 0 3 . P a g e s 8 7 - 9 6 .
L a w s o n , K a r e n . “ 4 K e y s t o E m p l o y e e E m p o w e r m e n t . ” G r o w i n g G r e a t n e s s : S e r i e s o f A r t i c l e s t o C u l t i v a t e T r u l y O u t s t a n d i n g L e a d e r s . L a w s o n C o n s u l t i n g G r o u p . 2 0 0 6 .
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U n i v e r s i t y o f C a l i f o r n i a , S a n F r a n c i s c o . “ C h a p t e r 11 : E m p l o y e e D e v e l o p m e n t & T r a i n i n g . ” G u i d e t o M a n a g i n g H u m a n R e s o u r c e s . A c c e s s e d F e b . , 2 0 1 2 . h t t p : / / u c s f h r . u c s f . e d u / i n d e x . p h p / p u b s / h r g u i d e a r t i c l e / c h a p t e r - 11 - e m p l o y e e - d e v e l o p m e n t - t r a i n i n g /
WORKS CITED