Get the Most Benefit from Training Transfer

There are claims made in so many trade journal articles and web page texts about how to make “training stick.” (Or, in the vernacular – “training transfer”)  In spite of so many claims, really only a small percentage of internal and external learning will be successfully applied to improve work.  Promoting learning in an organization, as we have covered in recent weeks, still pays dividends through increasing employee satisfaction and creating a learning culture that is more open and adaptable.

Since only a small amount of training and learning is directly applied, there is plenty of room for improvement.  Organizations and managers should be active in making the most of their investment by ensuring that they are promoting effective training.  There are three basic elements to consider in order to receive the most benefit from a learning plan; the learner, the learning provider/event, and the environment the learner returns to after the learning event.

The Learner

In relation to the learner, consider how each individual might benefit and apply learning by taking into account their ability, personality and motivation.  Ability doesn’t refer to how intelligent they are, but overall background, experience and skills.  Why send an accountant, no matter how intelligent, to an advanced web programming class?  They probably wouldn’t understand the jargon or grasp the concepts of an advanced class.

It is important to distinguish, however, that at a learning organization accountants should be allowed to take a web design class (especially as we move to paperless systems), but it is important to find one appropriate to their ability. After all, different people learn differently.

The fact that learners will mostly take their cues for the organizational culture, however, cannot be avoided.  Learning plans, nevertheless, still center around individuals, and individual considerations such as ability, personality and motivation are key factors when putting together learning plans

The Learning Event

It is vital to have formal training programs that teach key job skills, organizational processes, procedures that implement best practices, and organization-wide mission and goals.  For most internal learning events, attendees should be removed as much as possible from their daily work to avoid interruptions and distractions.  The key is to make the event seem fun, yet practical and useful.  A simple thing like providing treats can make the event seem livelier.

Using diverse media that incorporates music and video can also make events lively, aid learning and increase training performance. Perhaps even a clip from a TV show or movie that sets a useful scenario or asks an important question can be used as a learning springboard.

Consider how you can get the most out of external training as well.  For example, rate external learning programs in order to understand their effectiveness.  Make a survey questionnaire for associates to complete upon the return from external training.  Select dimensions that are important for good training results, and then ask several questions about each dimension and attempt to make a quantitative measurement about them.  After you collect data about different training venues and resources, you will have a better idea of which ones to utilize and which ones to avoid.  Of course, don’t turn sour on a training program just because you receive one bad report.  Multiple opinions are required to get a clear picture.

Work Environment

While all three factors are important to consider in getting benefit from training, there is nothing as important as the environment the associate returns to after a learning event.  Is there fertile soil that will allow a seed to grow, or will it whither in a dry, hostile atmosphere?  Once again complex cultural attributes are what guide the associate.  For example, how is learning valued, how much control do employees feel over their work, and how much supervisory and peer support do they receive?

Even in organizations where the culture makes training transfer difficult, managers can use some approaches to improve learning transfer.  One way is to conduct pre and post interviews with the learner.  Before they attend training talk to them about expectations and strategies for learning.  When they return talk to them about specific results and what was learned.  Ask what tangible things they feel they can bring to their job as a result.  Discuss sharing what they have learned with co-workers through an informal discussion or presentation.  As their manager or supervisor, showing that you are interested and willing to apply what they learned is extremely important.

The key message in this series of articles is that effective training can make a difference in the organization, both directly and indirectly.   Having clear and consistent methodologies based on best practices is one way to improve an organization, but a culture of learning and improvement is a key to long term success.

To learn more about using process improvement programs for your organization, attend the next Implementing Lean Thinking  or How to Align a System of People and Processes for Results class.  If you are eager to learn more about creating more order out of the chaos you are feeling at work, then the How to Create Well-Defined Processes class is right for you.

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Posted on Monday, July 23rd, 2007 under Quality Training

Licensed under a Creative Commons Attribution 3.0 United States License.

Originally published by Bizmanualz, Inc. under the title Get the Most Benefit from Training Transfer.

This and more articles like this can be found at www.bizmanualz.com. This article may be reprinted freely as long as this resource box is left intact.