Transfer of Training - PPT 5
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Transfer of TrainingTransfer of Training
1. Diagnose and solve a transfer of training problem.
2. Create a work environment that will facilitate transfer of training.
3. Explain to a manager how he can ensure that transfer of training occurs.
4. Discuss the implications of identical elements, stimulus generalization, and cognitive theories for transfer of training.
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5. Develop a self-management module for a training program.
6. Discuss the technologies that can be used to support transfer of training.
7. Discuss the key features of the learning organization.
8. Provide recommendations of how to manage knowledge.
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Patagonia’s culture supports the company’s business objectives and strategy by creating conditions under which innovative and creative clothing design can occur and contributions to protecting the natural environment can happen too.
As a result, the culture encourages learning and the use of new skills.
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Employees and their managers value training, support attendance at training programs, and encourage employees to use on the job what they have learned in programs, internships, or temporary assignments.
Without a supportive culture or work environment, employees will be frustrated in trying to use training content on the job.
Also, they will be less enthusiastic about attending formal training programs.
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Transfer of trainingTransfer of training refers to 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 and training design.
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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
Training designTraining design refers to factors built into the training program to increase the chances that transfer of training will occur.
For transfer of training to occur we need to apply: Transfer of training theories Principles of self – management
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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-managementSelf-management refers to 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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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. Self – reinforcement.
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Work ConditionsWork Conditions (Trainee has difficulty using new knowledge, skills, or behavior) Time pressures Inadequate equipment Few opportunities to use skills Inadequate budget
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Lack of Peer SupportLack of Peer Support (Peers do not support use of new knowledge, skills, or behavior)Discourage use of new knowledge
and skills on the jobUnwilling to provide feedbackSee training as a waste of time
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Lack of Management SupportLack of Management Support (Managers do not reinforce training or provide opportunities to use new knowledge, skills, or behavior)Do not accept ideas or suggestions that
are learned in trainingDo not discuss training opportunitiesOppose use of skills learned in trainingCommunicate that training is a waste of
timeUnwilling to provide feedback and
reinforcement for trainees to use training content
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Discuss lapses Note evidence of
inadequacy Provide direction
for improvement Identify skills
targeted for transfer
Identify 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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Climate for TransferManager Support
Peer Support
Opportunity to Perform
Technological Support
Supervisors and co-workers encourage and set goals for trainees to use new skills and behaviors acquired in training.
Task 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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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
The Learning Organization
Knowledge and Knowledge Management
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A learning organization is 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
Organization
Continuous Learning
Knowledge Generation and
Sharing
Critical Systematic Thinking
Learning Culture
Encouragement of Flexibility and
ExperimentationValuing of Employees
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, orexplicit knowledge
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Knowledge managementKnowledge management refers to 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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Ernst & Young has information on employees’ skills and competencies to help assemble project teams.
Xerox has created a database of “communities of interests:”employees throughout the organization
who have a common interest in a technology, product, service, or process who may not formally work together, but share and build knowledge for themselves and the company
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