The transfer of training…if only it were as simple as the graphic above implies! Here you have four workers all in one place who are willing both to give and to receive learning from one another. And that’s only the beginning of the process. You have to wonder if they will retain the new knowledge and skills and if they will be able to apply what they have learned on the job in a way that aligns with their unique corporate culture and moves the business strategy forward.
As learning leaders have learned, it is not a “slam-dunk.” Learners have to be convinced that the training will make a positive difference for them personally and professionally. There has to be commitment and support from senior managers for the training…its implementation and its application. And finally, the training needs to become habitual and systemic if it is to have a positive impact on the business…and that’s the only reason training should be delivered in the first place.
Here are 5 tips that can help ensure that the learning has been effective and will be adopted in the workplace:
1. Understand the priorities of day-to-day business.
Recognize that, unless managers support the learning and its relevance to the business, there will be little incentive for them or their followers to take much time away from their daily workload. The key is to focus on what matters most to them, their bosses and the business while providing flexible development options that make sense. For example, a recent high-growth client unsuccessfully rolled out new manager training in the midst of an important software release. Sure, new managers needed to raise their proficiency in a number of areas to improve employee engagement and reduce attrition, but a far more pressing need was to deliver what had been promised to the street and their customer base.
2. Make continuous learning a high priority.
Corporate leaders need to model the importance of always striving to do better. Successful companies know that nothing stays the same. To stay competitive, organizations and their people need to adapt to change quickly and effectively. Companies that value stretching to learn more and do better will be the winners in the long-term. When is the last time you or your leadership team have pushed to learn more?
3. Appreciate different learning styles.
Individuals learn differently. That’s not news. But with so many generations now in the workplace, there should be some accommodations made in the way learning is designed and delivered. Whereas older workers are used to classroom-style learning, millennials prefer to rely on technology to support their acquisition of new knowledge and skills. Focus on what works best for your target audience and learning objectives.
4. Empower employees to own their own development.
Today’s workers want to have some control over their careers. Coach employees to plot a career development path that makes sense for them and work toward providing opportunities to walk along that path. Highly engaged workers almost always feel that their jobs provide them with a chance to learn and grow.
5. Teach managers how to coach and why it matters.
Managers are the ones with the most to gain when their teams perform at their peak. And once training has been completed, it is targeted and consistent performance coaching that will reinforce the new behaviors and make the difference between simple awareness and actual application on-the-job.
Learn more at: http://www.lsaglobal.com/lsa-transfer-of-training-methodology