Transfer of Training

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Chapter5

• Transfer of Training

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General questions

• What is transfer?
• Why is it important?
• Why do we concern about it?
• What are the barriers?
• What can we do to enhance the transfer of
  training?
• As a manager
• As a coworker
• As a trainer, trainee

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Transfer of Training

• 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
• training design

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A Model of The Transfer Process
Trainee Characteristics
Motivation , self-efficacy Ability
Training Design
Generalization and Maintenance
Learning Retention
Create a Learning Environment Apply Theories of
Transfer Use Self-Management Strategies
Work Environment
Climate for Transfer Management and Peer
Support Opportunity to Perform Technological
Support
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Transfer of Training

• Includes generalization and maintenance
• Generalization trainees 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
• Maintenance the process of continuing to use
  newly acquired capabilities over time

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Training Design

• Building characteristics into design before
  training that facilitate transfer after training
• Transfer of training theories (Table 5.1)
• Theory of identical elements
• Stimulus generalization approach
• Cognitive theory of transfer
• Principles of self-management

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Theory of Identical Elements

• Transfer occurs when what is learned in training
  is identical to what is done on the job (e.g.
  pilot simulators)

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Example
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Theory of Identical Elements

• Fidelity ? Training environment is identical to
  the work environment
• Focus on near transfer ? exact application to
  work environment
• Does not focus on training where work environment
  differs from training environment

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Stimulus Generalization Approach

• Construct training so most important features or
  general principals are emphasized
• Far transfer trainee ability to apply learned
  capabilities to a work environment that is
  dissimilar

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Stimulus Generalization Approach

• Application
• Behavior modeling training (Ch 4)
• Identify key behaviors
• Key behaviors set of behaviors that can be
  used successfully in a wide variety of
  situations
• Demonstration
• Practice use the behaviors in different
  situations that are not identical

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Cognitive Theory of Transfer

• Based on information processing model
• Storage, Retrieval
• Near Far transfer
• Transfer occurs when trainees can retrieve
  learned capabilities
• Use meaningful material that enhances chances
  trainees will link material to work context
• Cognitive strategies

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Cognitive Theory of Transfer

• How to apply this theory to training design
• Encourage trainees to consider potential
  applications of the training content to their
  jobs
• identify a work problem or situation
• Discuss the potential application of training
  content
• Use of application assignment

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Self-Management Strategies

• Self-management a persons 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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Self-Management Strategies

• Self-management a persons attempt to control
  certain aspects of decision making and behavior
• Way to deal with obstacles
• Training programs should prepare employees to
  self-manage their use of new skills and behaviors
  on the job

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Self-Management Strategies

• Why is self-management important?
• Obstacles that inhibit transfer
• Work conditions
• Lack of peer support
• Lack of management support
• Lapses (into old behavior)
• Use of old, ineffective behavior instead of
  applying newly learned behavior

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Self-Management Strategies

• Trainees should understand lapses ( it is common)
• If unprepared for lapses, easily give up trying
  to use new capabilities (esp. low self-efficacy
  and self-confidence)
• Example
• Discussion of lapses

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Work Environment Characteristics Influencing
Transfer of Training
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Manager support

• Emphasize the importance of attending training
  program
• Stress the application of training content to the
  job
• Managers should actively involved in the design
  and delivery of training programs

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Manager Support

• Highest level
• Teaching in program
• Practice skills
• Reinforcement action plan
• Participation
• Encouragement
• Acceptatnce
• Lowest level

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Manager Support

• Action plan A written document that includes the
  steps that the trainee and manager will take to
  ensure that training transfers to the job
• Includes
• Goal
• Strategies for reaching the goal
• Strategies for getting feedback
• Expected outcome

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Peer support

• Support network a group of trainees who agree to
  meet and discuss
• their progress in using learned capabilities on
  the job
• How they obtained resources needed to use
  training content
• How they coped with transfer barriers

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Opportunity to use learned capabilities

• Definition
• Influenced by two factors
• Work environment assigning work that requires
  new capabilities
• Trainee motivation actively seeking out
  assignments
• Determinants
• Breadth of trained tasks performed on the job
• Activity level frequency of performing trained
  tasks on the job
• Task type difficulty or criticality of the
  trained tasks that are actually performed on the
  job

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Opportunity to use learned capabilities

• How you can measure?
• If trainees reported low levels of opportunity to
  perform, it implies
• Refresher courses is required
• Work environment itself is a barrier
• training content is not important for their jobs

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Consequences of training

• Behaviorists Learning theory (skinner)
• Learning is result of consequences
• Types
• Reinforcement (positive or negative)
• Punishment
• Enhancing a positive climate (p.177)
• Feedback consequences
• Lack of punishment
• Reinforcement extrinsic and intrinsic

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Technical support

• Electronic performance support systems (EPSSs)
• computer applications that can provide skills
  training, information access, and expert advice
  upon request.
• - May help transfer 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.

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Organizational Enviornments That Encourage
Transfer
Knowledge and Knowledge Management
The Learning Organization
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The Learning Organization

• 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
• Not just emphasizes the importance of training
  but also changes HR management systems to support
  learning

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Knowledge Knowledge Management

• Knowledge refers to
• what individuals or teams of employees know or
  know how to do (human and social knowledge)
• a companys rules, processes, tools, and routines
  (structured knowledge)
• Tacit knowledge through personal communication
  through discussion and demonstration
• Explicit knowledge through knowledge database or
  knowledge management system

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Four Modes of Knowledge Sharing
TO
Tacit Knowledge
Explicit Knowledge
Tacit Knowledge
FROM
Explicit Knowledge
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Knowledge Knowledge Management

• Knowledge management 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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Ways to Create and Share Knowledge

• Use technology software that allows people to
  store information share with others
• Publish directories that list
• what employees do
• how they can be contacted
• the type of knowledge they have
• Develop informational maps that identify where
  specific knowledge is stored in the company

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Ways to Create and Share Knowledge

• Create chief information officer and chief
  learning officer positions for cataloging and
  facilitating exchange of information
• Require employees to give presentations to other
  employees about what they have learned from
  training programs they have attended
• Allow employees to take time off from work to
  acquire knowledge, study problems, attend
  training, and use technology

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Ways to Create and Share Knowledge

• Create an online library of learning resources
  such as journals, technical manuals, training
  opportunities, and seminars
• Design office space to facilitate interaction
  between employees

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Knowledge Management

• Two reasons for its failure
• Environmental factors Too complicated technology
  or lack of companies consideration to how to
  motivate employees to share knowledge
• Personal factors Lack of trust and willingness
  to share information

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