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5
Chapter
Transfer of Training
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Transfer of Training
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
Training Design
Work Environment
Motivation
Ability
Create a Learning Environment
Apply Theories of Transfer
Use Self-Management Strategies
Climate for Transfer
Management and Peer Support
Opportunity to Perform
Technological Support
Learning
Retention
Generalization
and
Maintenance
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Training Design
Training design refers to factors built into the
training program to increase the chances that
transfer of training will occur

For transfer of training to occur we need to apply:
Transfer of training theories
Principles of self management
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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
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Self-Management Strategies
Self-management refers to 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 Involves:
Determining the degree of support and negative
consequences in the work setting for using newly
acquired skills
Setting goals for using learned capabilities
Applying learned capabilities to the job
Monitoring use of learned capabilities on the job
Engaging in self reinforcement
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Obstacles in the work environment that
inhibit transfer of training: (1 of 3)
Work Conditions (Trainee has difficulty using
new knowledge, skills, or behavior)
Time pressures
Inadequate equipment
Few opportunities to use skills
Inadequate budget
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Obstacles in the work environment that
inhibit transfer of training: (2 of 3)
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
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Obstacles in the work environment that
inhibit transfer of training: (3 of 3)
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
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Sample Content of Self-Management
Module: (1 of 2)
Discuss lapses
Note evidence of
inadequacy
Provide direction for
improvement
Identify skills targeted
for transfer
Identify when lapses are
likely
Situations
Actions to deal with lapses
Identify personal or
environment factors
contributing to lapse
Low self-efficacy
Time pressure
Lack of manager or peer
support
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Sample Content of Self-Management
Module: (2 of 2)
Discuss coping skills
and strategies
Time management
Setting priorities
Self-monitoring
Self-rewards
Creating a personal
support network
Discuss resources to
ensure transfer of skills
Manager
Trainer
Other trainees
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Work Environment Characteristics
Influencing Transfer of Training
Peer
Support
Opportunity to
Use Learned
Capabilities
Technological
Support
Climate for
Transfer
Manager
Support
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Characteristics of a Positive Climate for
Transfer of Training: (1 of 2)
Supervisors and co-workers encourage and set
goals for trainees to use new skills and behaviors
acquired in training
Task cues:
Characteristics of a trainees job prompt or remind
him to use new skills and behaviors acquired in
training
Feedback consequences:
Supervisors support the application of new skills and
behaviors acquired in training
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Characteristics of a Positive Climate for
Transfer of Training: (2 of 2)
Lack of punishment:
Trainees are not openly discouraged from using new
skills and behaviors acquired in training
Extrinsic reinforcement consequences:
Trainees receive extrinsic rewards for using new skills
and behaviors acquired in training
I ntrinsic reinforcement consequences:
Trainees receive intrinsic rewards for using new skills
and behaviors acquired in training
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Levels of Management Support for Training:
Level Description
Teaching in
Program

Practice Skills

Reinforcement

Participation

Encouragement

Acceptance
Participate as Trainer

Allow Trainees Opportunity to Practice

Discuss Progress with Trainees; Ask How to
Support Trainees Use of New Capabilities

Attend Session

Accommodate Attendance at Training Through
Rearranging Work Schedule; Endorse Employees
Attending Training
Permit Employees to Attend Training;
Acknowledge Importance of Training
HIGH
SUPPORT
LOW
SUPPORT
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Organizational Elements That
Encourage Transfer:
The Learning
Organization
Knowledge and
Knowledge
Management
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The Learning Organization
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
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Key Features of a Learning
Organization (1 of 2)
Feature Description
Continuous Learning Employees share learning with each other
Use job as a basis for applying and creating
knowledge
Knowledge Generation and
Sharing
Systems are developed for creating, capturing, and
sharing knowledge
Critical Systematic Thinking Employees are encouraged to think in new ways,
see relationships and feedback loops, and test
assumptions
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Key Features of a Learning
Organization (2 of 2)
Feature Description
Learning Culture Learning is rewarded, promoted, and supported by
managers and company objectives
Encouragement of Flexibility and
Experimentation
Employees are free to take risks, innovate, explore
new ideas, try new processes, and develop new
products and services
Valuing of Employees System and environment focus on ensuring the
development and well-being of every employee
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Knowledge and Knowledge Management
(1 of 3)
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)

Knowledge is either:
tacit knowledge, or
explicit knowledge
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Knowledge and Knowledge Management
(2 of 3)
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
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Knowledge and Knowledge Management
(3 of 3)
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
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Socialization Externalization
Internalization Combination
Four Modes of Knowledge Sharing
Tacit Knowledge
Explicit Knowledge
TO
Tacit Knowledge
Explicit Knowledge
F
R
O
M

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Ways to Create and Share Knowledge
(1 of 4)
1. Use technology and software that allows people
to store information and share it with others

2. Publish directories that list:
what employees do
how they can be contacted
the type of knowledge they have
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Ways to Create and Share Knowledge
(2 of 4)
3. Develop informational maps that identify
where specific knowledge is stored in the
company

4. Create chief information officer and chief
learning officer positions for cataloging and
facilitating the exchange of information in the
company
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Ways to Create and Share Knowledge
(3 of 4)
5. Require employees to give presentations to
other employees about what they have learned
from training programs they have attended

6. 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
(4 of 4)
7. Create an online library of learning resources
such as journals, technical manuals, training
opportunities, and seminars

8. Design office space to facilitate interaction
between employees