Employee training and development 5th chapter 05

 Generalization - a trainee’s ability to apply learned capabilities to on-the-job work problems and situations that are similar but not identical to those problems and situations en

Chapter 5 Transfer of Training

Figure 5.1 - A Model of the

Transfer Process

 Transfer of training - trainees

effectively and continually applying what they learned in training to their jobs.

 Generalization - a trainee’s ability to

apply learned capabilities to on-the-job

work problems and situations that are

similar but not identical to those

problems and situations encountered in

the learning environment.

Introduction (cont.)

 Maintenance - process of continuing to

use newly acquired capabilities over time.

 Training design - the characteristics of

the learning environment.

 Trainee characteristics - include ability

and motivation that affect learning.

 Work environment - includes factors on

the job that influence transfer of training.

Table 5.1 - Transfer of

Training Theories

Training Design (cont.)

 Key behaviors - set of behaviors that

can be used successfully in a wide variety

of situations.

 Application assignments - work

problems or situations in which trainees are asked to apply training content to

solve them.

Training Design (cont.)

management

learning and transfer which includes:

 preparing for training.

 being involved and engaged during training.

 using training content back on the job.

Self-management - a person’s attempt to

control certain aspects of decision making and behavior

Table 5.2 - Examples of Obstacles in the Work Environment That Inhibit Transfer of Training

Training Design (cont.)

management

lapses, which take place when the trainee

uses previously learned, less effective

capabilities instead of trying to apply the

capability emphasized in the training

program

pattern of slipping back or using old,

ineffective learned capabilities

Table 5.3 - Sample Content of

Self-Management Module

Work Environment Characteristics That Influence Transfer

 Climate for transfer

variety of characteristics of the work

environment that facilitate or inhibit use of

trained skills or behavior

 Manager and peer support.

 Opportunity to use skills.

 The consequences for using learned capabilities.

Table 5.4 - Characteristics of a Positive

Climate for Transfer of Training

Work Environment Characteristics That Influence Transfer (cont.)

 Manager support

 emphasize the importance of attending training programs.

 stress the application of training content to the job.

Action plan - written document that includes

the steps that the trainee and manager will

take to ensure that training transfers to the

job

Figure 5.2 - Levels of Management

Support for Training

Work Environment Characteristics That Influence Transfer (cont.)

used and how it will be used

when the manager and trainee meet to

discuss the progress being made in using learned capabilities on the job.

and its relationship to business objectives and strategy.

session work problems and situations they

face on the job

Work Environment Characteristics That Influence Transfer (cont.)

their staff because part of their incentive plan

is based on training and development

productivity, and strategic goals

Work Environment Characteristics That Influence Transfer (cont.)

Support network - group of two or more

trainees who agree to meet and discuss their progress in using learned capabilities on the

job which may involve face-to-face meetings

or communications via e-mail

the more learning transferred to the

workplace

Work Environment Characteristics That Influence Transfer (cont.)

how trainees are dealing with transfer of

training issues

mentor, a more experienced employee who

can provide advice and support related to

transfer of training issues

Work Environment Characteristics That Influence Transfer (cont.)

opportunity to perform refers to the

extent to which the trainee is provided

with or actively seeks experiences that

allow for application of the newly learned knowledge, skill, and behaviors from the training program.

and trainee motivation.

Work Environment Characteristics That Influence Transfer (cont.)

breadth, activity level, and task type.

provide, as requested, skills training,

information access, and expert advice

 It may be used to enhance transfer of training by providing trainees with an electronic information source that they can refer to on an as-needed basis while they attempt to apply learned capabilities on the job.

Work Environment Characteristics That Influence Transfer (cont.)

which provides the trainer with valuable

information about the transfer of training

problems that trainees are encountering

design or work environment

Organizational Environments That Encourage Transfer

 Learning organization is a company

that has an enhanced capacity to learn,

adapt, and change.

Table 5.6 - Key Features of a

Learning Organization

Figure 5.4 - Four Modes of

Knowledge Sharing

Organizational Environments That Encourage Transfer (cont.)

 Knowledge management - process of

enhancing company performance by

designing and implementing tools,

processes, systems, structures, and

cultures to improve the creation, sharing, and use of knowledge.

Organizational Environments That Encourage Transfer (cont.)

sites or partais on the company intranet

acquire knowledge, study problems, attend

training, and use technology

Organizational Environments That Encourage Transfer (cont.)

learning officer positions for cataloging and

facilitating the exchange of information in the company

other employees about what they have

learned from training programs they have

attended

Organizational Environments That Encourage Transfer (cont.)

such as journals, technical manuals, training opportunities, and seminars

between employees

Organizational Environments That Encourage Transfer (cont.)

face-to-face meetings, wikis, or blogs for employees who share a common interest in a subject

project to review what happened and what

can be learned from it

to access and share information within the

context of their job

share information by recognizing and

promoting employees who learn, teach, and

share