McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved...

McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved

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CChhaapptteerr

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Transfer of Training

Transfer of Training

5-2

Transfer of TrainingTransfer of TrainingTransfer of TrainingTransfer of Training

Trainees effectively and continually applying what they learned in training on their jobs

The work environment plays an important role in ensuring that transfer of training occurs

Transfer of training is also influenced by:– trainee characteristics– training design

5-3

A Model of The Transfer ProcessA Model of The Transfer ProcessA Model of The Transfer ProcessA Model of The Transfer Process

Trainee Characteristics

Training Design

Work Environment

Motivation

Ability

Create a Learning Environment

Apply Theories of Transfer

Use Self-Management Strategies

Climate for Transfer

Management and Peer Support

Opportunity to Perform

Technological Support

Learning Retention

Generalization and

Maintenance

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Training DesignTraining DesignTraining DesignTraining Design

Factors built into the training program to increase the chances that transfer of training will occur

For transfer of training to occur managers need to apply:

– transfer of training theories

– principles of self-management

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Transfer of Training TheoriesTransfer of Training TheoriesTransfer of Training TheoriesTransfer of Training Theories

Theory Emphasis Appropriate Conditions Type of Transfer

Identical Elements Training environment is identical to work environment

Work environment features are predictable and stable

Near

Stimulus Generalization

General principles are applicable to many different work situations

Work environment is unpredictable and highly variable

Far

Cognitive Theory

Meaningful material and coding schemes enhance storage and recall of training

All types of training and environments

Near and far

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Self-Management StrategiesSelf-Management StrategiesSelf-Management StrategiesSelf-Management Strategies

Self-managementSelf-management – a person’s attempt to control certain aspects of decision making and behavior

Training programs should prepare employees to self-manage their use of new skills and behaviors on the job

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Aspects of Self-ManagementAspects of Self-ManagementAspects of Self-ManagementAspects of Self-Management

Determining the degree of support and negative consequences in the work setting for using newly acquired skills

Setting goals for using learned capabilities

Applying learned capabilities to the job

Monitoring use of learned capabilities on the job

Engaging in self-reinforcement

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Obstacles in the Work Environment Obstacles in the Work Environment that Inhibit Transfer of Trainingthat Inhibit Transfer of Training

Obstacles in the Work Environment Obstacles in the Work Environment that Inhibit Transfer of Trainingthat Inhibit Transfer of Training

5-9

Sample Content of Sample Content of Self-Management Module Self-Management Module (1 of 2)(1 of 2)


Discuss lapses– Note evidence of

inadequacy– Provide direction for

improvement

Identify skills targeted for transferIdentify when lapses are likely– Situations– Actions to deal with

lapses

Identify personal or environment factors contributing to lapse– Low self-efficacy

– Time pressure

– Lack of manager or peer support

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Discuss coping skills and strategies– Time management

– Setting priorities

– Self-monitoring

– Self-rewards– Creating a personal

support network

Discuss resources to ensure transfer of skills– Manager

– Trainer

– Other trainees

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Work Environment Characteristics Work Environment Characteristics Influencing Transfer of TrainingInfluencing Transfer of Training

Work Environment Characteristics Work Environment Characteristics Influencing Transfer of TrainingInfluencing Transfer of Training

PeerSupport

Opportunity toUse LearnedCapabilities

TechnologicalSupport

Climate forTransfer

ManagerSupport

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Characteristics of a Positive Climate Characteristics of a Positive Climate for Transfer of Training:for Transfer of Training: (1 of 2)(1 of 2)


Supervisors and co-workers encourage and set goals for trainees to use new skills and behaviors acquired in trainingTask cues:Task cues:– characteristics of a trainee’s job prompt or remind him

to use new skills and behaviors acquired in training

Feedback consequences:Feedback consequences:– supervisors support the application of new skills and

behaviors acquired in training

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Lack of punishment:Lack of punishment:– trainees are not openly discouraged from using new

skills and behaviors acquired in training

Extrinsic reinforcement consequences:Extrinsic reinforcement consequences:– trainees receive extrinsic rewards for using new skills

and behaviors acquired in training

Intrinsic reinforcement consequences:Intrinsic reinforcement consequences:– trainees receive intrinsic rewards for using new skills

and behaviors acquired in training

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Levels of Management Support for Levels of Management Support for TrainingTraining

Levels of Management Support for Levels of Management Support for TrainingTraining

LevelLevel DescriptionDescription

Teaching in Program

Practice Skills

Reinforcement

Participation

Encouragement

Acceptance

Participate as Trainer

Allow Trainees Opportunity to Practice

Discuss Progress with Trainees; Ask How to Support Trainees’ Use of New Capabilities

Attend Session

Accommodate Attendance at Training Through Rearranging Work Schedule; Endorse Employees’ Attending Training

Permit Employees to Attend Training; Acknowledge Importance of Training

HIGH HIGH SUPPORTSUPPORT

LOWLOW

SUPPORTSUPPORT

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Organizational Elements That Organizational Elements That Encourage Transfer:Encourage Transfer:

Organizational Elements That Organizational Elements That Encourage Transfer:Encourage Transfer:

The Learning The Learning OrganizationOrganization

Knowledge and Knowledge and Knowledge Knowledge

ManagementManagement

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The Learning OrganizationThe Learning OrganizationThe Learning OrganizationThe Learning Organization

A company that has an enhanced capacity to learn, adapt, and change

Training processes are carefully scrutinized and aligned with company goals

Training is seen as one part of a system designed to create intellectual capital

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Key Features of a Learning Key Features of a Learning Organization Organization (1 of 2)(1 of 2)


Feature Description

Continuous Learning Employees share learning with each otherUse job as a basis for applying and creating knowledge

Knowledge Generation and Sharing

Systems are developed for creating, capturing, and sharing knowledge

Critical Systematic ThinkingEmployees are encouraged to think in new ways, see relationships and feedback loops, and test assumptions

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Feature Description

Learning Culture Learning is rewarded, promoted, and supported by managers and company objectives

Encouragement of Flexibility and Experimentation

Employees are free to take risks, innovate, explore new ideas, try new processes, and develop new products and services

Valuing of Employees System and environment focus on ensuring the development and well-being of every employee

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Knowledge and Knowledge ManagementKnowledge and Knowledge Management(1 of 3)(1 of 3)


KnowledgeKnowledge refers to:– what individuals or teams of employees know or know

how to do (human and social knowledge)– a company’s rules, processes, tools, and routines

(structured knowledge)

Knowledge is either:– tacit knowledge, or– explicit knowledge

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Knowledge managementKnowledge management – the process of enhancing company performance by:–designing and implementing tools, processes,

systems, structures, and cultures–to improve the creation, sharing, and use of

knowledge

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Knowledge management can help companies:– get products to market quicker– better serve customers– develop innovative products and services– attract new employees and retain current

ones by giving people the opportunity to learn and develop

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Socialization Externalization

Internalization Combination

Four Modes of Knowledge SharingFour Modes of Knowledge SharingFour Modes of Knowledge SharingFour Modes of Knowledge Sharing

Tacit Knowledge Explicit Knowledge

TO

FRO

M

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Ways to Create and Share KnowledgeWays to Create and Share Knowledge(1 of 4)(1 of 4)


1. Use technology and software that allows people to store information and share it with others

2. Publish directories that list: what employees do how they can be contacted the type of knowledge they have

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3. Develop informational maps that identify where specific knowledge is stored in the company

4. Create chief information officer and chief learning officer positions for cataloging and facilitating the exchange of information in the company

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5. Require employees to give presentations to other employees about what they have learned from training programs they have attended

6. Allow employees to take time off from work to acquire knowledge, study problems, attend training, and use technology

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7. Create an online library of learning resources such as journals, technical manuals, training opportunities, and seminars

8. Design office space to facilitate interaction between employees

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