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5Chapter

Transfer of Transfer of TrainingTraining

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Transfer of TrainingTransfer of Training

Transfer of training - Transfer 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 characteristicstraining design

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A Model of The Transfer ProcessA Model of The Transfer Process

Trainee Characteristics

Training Design

Work Environment

Motivation

Ability

Create a Learning EnvironmentApply Theories of TransferUse Self-Management Strategies

Climate for TransferManagement and Peer SupportOpportunity to PerformTechnological Support

Learning Retention

Generalization and

Maintenance

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Training DesignTraining Design

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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Transfer of Training TheoriesTransfer of Training TheoriesTheory 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 Strategies

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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Self-Management Involves:Self-Management Involves:

Determining the degree of support and negative consequences in the work setting for using newly acquired skillsSetting goals for using learned capabilitiesApplying learned capabilities to the jobMonitoring use of learned capabilities on the jobEngaging in self – reinforcement

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Obstacles in the work environment that Obstacles in the work environment that inhibit transfer of training: inhibit transfer of training: (1 of 3)(1 of 3)

Work ConditionsWork Conditions (Trainee has difficulty using new knowledge, skills, or behavior)

Time pressuresInadequate equipmentFew opportunities to use skillsInadequate budget

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Obstacles in the work environment that Obstacles in the work environment that inhibit transfer of training: inhibit transfer of training: (2 of 3)(2 of 3)

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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Obstacles in the work environment that Obstacles in the work environment that inhibit transfer of training: inhibit transfer of training: (3 of 3)(3 of 3)

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

Discuss lapsesNote evidence of inadequacyProvide direction for improvement

Identify skills targeted for transferIdentify when lapses are likely

SituationsActions to deal with lapses

Identify personal or environment factors contributing to lapse

Low self-efficacyTime pressureLack of manager or peer support

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

Discuss coping skills and strategies

Time managementSetting prioritiesSelf-monitoringSelf-rewardsCreating a personal support network

Discuss resources to ensure transfer of skills

ManagerTrainerOther trainees

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

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 Training:Levels of Management Support for Training:

LevelLevel DescriptionDescriptionTeaching 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:

The Learning The Learning OrganizationOrganization

Knowledge and Knowledge and Knowledge Knowledge

ManagementManagement

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The Learning OrganizationThe Learning Organization

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 Thinking Employees are encouraged to think in new ways, see relationships and feedback loops, and test assumptions

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

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, orexplicit knowledge

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Knowledge and Knowledge ManagementKnowledge and Knowledge Management(2 of 3)(2 of 3)

Knowledge managementKnowledge management refers to the process of enhancing company performance by:

designing and implementing tools, processes, systems, structures, and culturesto improve the creation, sharing, and use of knowledge

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

Knowledge management can help companies:Get products to market quickerBetter serve customersDevelop innovative products and servicesAttract 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 Sharing

Tacit Knowledge Explicit KnowledgeTO

Tacit Knowledge

Explicit Knowledge

FROM

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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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Ways to Create and Share KnowledgeWays to Create and Share Knowledge(2 of 4)(2 of 4)

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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Ways to Create and Share KnowledgeWays to Create and Share Knowledge(3 of 4)(3 of 4)

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

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