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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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