A new study draws attention to key failings by companies to transfer learning into the job , citing the fact that over 60% do not have a systematic approach to helping employees apply what they’ve learnt and only 23% of managers have any kind of pre or post-training discussion with their team member. Read more at http://www.hrreview.co.uk/hrreview-articles/training/organisations-fail-to-transfer-learning-from-training-programmes-into-the-workplace/30268
Sadly, I think this article highlights a very widespread challenge facing many businesses – how to really transfer learning into habitual action that makes a difference.
In my view, a some important factors need to be in place for this to happen:
- The training needs to be developed with the end in mind i.e. clear objectives need to be set in terms of what needs to change and how change will be measured (e.g. behaviours and / or quantitative metrics). If the objectives and outcomes are not clear or measurable and if the training content is not properly aligned it’s outcomes are haphazard at best.
- Trainees need to commit to specific action plans of what they will do differently otherwise they may leave with good ideas and intentions but go straight back to old habits.
- Trainees need ongoing support. Managers need to be more proactive and take more time to really support, coach and challenge their team members to implement change and learning.
- Processes, working practices and cultures need to support the changes required. Often systems and cultures get in the way of changing behaviours and performance.
The companies that buck the trends outlined in this report are clear about why they want training, deliver it in the context of broader company change and have clear actions in place to follow up, maintain momentum and measure progress afterwards. Of course, that’s all a lot easier if they have senior sponsorship and a training partner who supports them through all of these stages, but then I would say that wouldn’t I?!goals, outcomes, performance metrics, training delivery & purpose