TRANSFER OF TRAINING SPIRIT OF HR.in

Transfer of Training Transfer 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.

A Model Of The Transfer Process Trainee Characteristics Motivation Ability Training Design Learning Retention Generalization and Maintenance Environment Objective Trainer & Trainee’s Characteristics Work Environment Climate for Transfer Management and Peer Support Opportunity to Perform Technological Support

Transfer of Training Theories Theory of identical elements : transfer of training occurs when what is being learned in training is identical to what will be performed on the job and the training context is similar to the work environment (e.g., flight simulators). Stimulus generalization approach: general principles are taught which are applicable to many different work situations. Cognitive theory of transfer: Transfer depends on the trainee’s ability to retrieve learned capabilities. Making the material meaningful as well as providing the trainee with schemes for coding learned material in memory so that it is easily retrievable. Application assignments are work problems or situations in which trainees are asked to apply training content to solve them

Transfer 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

Self-Management Strategies Self-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.

Self-Management Involves: Determining the degree of support Setting goals for using learned capabilities. Applying learned capabilities to the job. Monitoring use of learned capabilities on the job. Self – reinforcement.

Obstacles in the work environment that inhibit transfer of training: Work Conditions (Trainee has difficulty using new knowledge, skills, or behavior) Time pressures Inadequate equipment Few opportunities to use skills Inadequate budget

Obstacles in the work environment that inhibit transfer of training: (continued) Lack of Peer Support (Peers do not support use of new knowledge, skills, or behavior) Discourage use of new knowledge and skills on the job Unwilling to provide feedback See training as a waste of time

Obstacles in the work environment that inhibit transfer of training: (continued) Lack 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 training Do not discuss training opportunities Oppose use of skills learned in training Communicate that training is a waste of time Unwilling to provide feedback and reinforcement for trainees to use training content

Work Environment Characteristics Influencing Transfer of Training: Climate for Transfer Manager Support Peer Support Opportunity to Perform Technological Support

Work Environment Characteristics Influencing Transfer of Training: Climate for transfer: trainees’ perceptions about the extent to which the work environment supports Manager Support: degree to which trainees’ managers (1) emphasize the importance of attending training programs and (2) stress the application of what is learned back on the job. Peer Support: Group of two or more trainees who meet and discuss their progress in using new capabilities back on the job Opportunity to Perform : Extent to which the trainee is provided with opportunity to perform. Opportunity to perform is influenced by the work environment, the motivation of the trainee to perform, the trainee taking personal responsibility to actively pursue assignments Technological Support: The extent to which work gets smoother and hassle-free by technological assistance

Organizational Environments That Encourage Transfer of Training: The Learning Organization Knowledge and Knowledge Management

The Learning Organization 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.

Key Features of a Learning Organization Continuous Learning Knowledge Generation and Sharing Critical Systematic Thinking Key Features of a Learning Organization Learning Culture Encouragement of Flexibility and Experimentation Valuing of Employees

Knowledge and Knowledge Management Knowledge 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

Knowledge and Knowledge Management (continued) Knowledge 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

Knowledge and Knowledge Management (continued) 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

Examples of Knowledge Management 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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