1. TRANSFER OF TRAINING
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2. 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.

3. 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

4. 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

5. 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

6. 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.

7. 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.

8. 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

9. 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

10. 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

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

12. 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

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

14. 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.

15. 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

16. 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

17. 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

18. 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

19. 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

20. THANK YOU
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